{"id":44,"date":"2019-06-17T20:43:32","date_gmt":"2019-06-17T20:43:32","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=44"},"modified":"2026-03-05T19:48:19","modified_gmt":"2026-03-05T19:48:19","slug":"ethics-in-human-resources","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/ethics-in-human-resources\/","title":{"raw":"Ethics in Human Resources","rendered":"Ethics in Human Resources"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Describe the human resource implications of ethics<\/li>\r\n<\/ul>\r\n<\/div>\r\n<img class=\"alignright wp-image-336\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/06\/19184219\/photo-1554200876-56c2f25224fa-300x200.jpeg\" alt=\"One woman is sitting at a desk with a laptop. Another woman is standing next to her and they are both looking at her laptop screen together. They are both wearing business attire.\" width=\"350\" height=\"233\" \/>\r\n\r\nIn an increasingly volatile business environment, an organization\u2019s human resources may represent their most sustainable source of competitive advantage.\u00a0Randy Conley, Ken Blanchard Companies\u2019 Trust Practice Leader, considers the ability to build and sustain high levels of trust and engagement a critical leadership competency. Conley states that with trust, \u201ccommitment, engagement, loyalty and excellence become more than empty words in a company mission statement, they become reality.\u201d[footnote]Conley, Randy. \"<a href=\"https:\/\/leadingwithtrust.com\/2018\/01\/03\/connecting-the-dots-trust-leadership-and-engagement\/\" target=\"_blank\" rel=\"noopener\">Connecting the Dots: Trust, Leadership, and Engagement<\/a>.\" Leading with Trust. January 3, 2018. Accessed July 18, 2019.[\/footnote]\r\n\r\nOf course, trust doesn\u2019t just happen. According to Conley, trust is built and sustained by behavior that reflects four key elements: competence, integrity, care and dependability. Leaders who exhibit these behaviors cultivate a safe environment that prompts a high level of engagement and discretionary effort. Conley\u2019s summary of trust-positive and negative behaviors is a good point of reference for building healthy and productive relationships at any level in an organization.\r\n<table><caption>Conley's Trust Building and Trust Eroding Behaviors<\/caption>\r\n<thead>\r\n<tr>\r\n<th scope=\"col\">Behaviors That Build Trust<\/th>\r\n<th scope=\"col\">Behaviors That Erode Trust<\/th>\r\n<\/tr>\r\n<\/thead>\r\n<tbody>\r\n<tr>\r\n<td>Demonstrating role competence<\/td>\r\n<td>Not having or developing role skills<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Establishing a successful track record<\/td>\r\n<td>Being disorganized or unresponsive<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Acting honestly, ethically &amp; legally<\/td>\r\n<td>Treating people unfairly<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Admitting mistakes<\/td>\r\n<td>Not recognizing &amp; rewarding others\u2019 contributions<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Asking for &amp; accepting feedback<\/td>\r\n<td>Gossiping or not keeping confidences<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Listening to learn (open to influence )<\/td>\r\n<td>Hoarding information<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>\u201cWalking the talk\u201d<\/td>\r\n<td>Avoiding conflict and accountability<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Meeting commitments<\/td>\r\n<td>Not following through on commitments<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\nTrust is a particularly critical issue given changes in demographics and employee influence. The findings from global communications firm Edelman\u2019s 2019 Trust Barometer survey[footnote]\"<a href=\"https:\/\/www.edelman.com\/trust-barometer\" target=\"_blank\" rel=\"noopener\">2019 Edelman Trust Barometer<\/a>\" Edelman. January 20, 2019. Accessed July 18, 2019.[\/footnote] reflect a significant shift from trust in authority and social networks\u2014for example, a person like me\u2014to trust in local relationships and sphere of control. Key development: \u201cmy employer\u201d has emerged as the most trusted institution. This is especially relevant for human resource management since it represents not only an opportunity, but an expectation. Globally, 75% of respondents indicated that they trust their employer \u201cto do what is right,\u201d versus a 57% vote of faith in NGOs, 56% in business in general and 47% in media. In presenting these results at the annual World Economic Forum in Davos in 2019, Edelman CEO Richard Edelman noted this sense of trust reflects a full-employment economy and the associated confidence that workers have the ability to influence corporate policy and procedures.[footnote]\"<a href=\"https:\/\/www.youtube.com\/watch?v=26Y0yoRIX8M\" target=\"_blank\" rel=\"noopener\">Richard Edelman on the 2019 Edelman Trust Barometer<\/a>.\" YouTube. January 22, 2019. Accessed July 18, 2019.[\/footnote]\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/864a3560-65a3-477b-a2a1-20af7794fe18\r\n\r\n<\/div>\r\nFor example, employees\u2019 activism\u2014#GoogleWalkout and sit-in\u2014forced Google to drop its policy of forced private arbitration of sexual harassment, sexual assault and discrimination disputes. Airbnb, Facebook and eBay followed suit in ending forced arbitration of sexual harassment claims.[footnote]Martinez, Didi. \"<a href=\"https:\/\/www.nbcnews.com\/tech\/tech-news\/facebook-airbnb-ebay-join-google-ending-forced-arbitration-sexual-harassment-n935451\" target=\"_blank\" rel=\"noopener\">Facebook, Airbnb and Ebay Join Google in Ending Forced Arbitration for Sexual Harassment Claims.<\/a>\" NBC News. November 12, 2018. Accessed July 18, 2019.[\/footnote]\r\n\r\n[caption id=\"attachment_334\" align=\"alignright\" width=\"350\"]<img class=\"wp-image-334\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/06\/19183134\/45721176221_de837d8cfc_k-250x300.jpg\" alt=\"See image caption for a link to alternative text for this image.\" width=\"350\" height=\"419\" \/> Google Walkout for Real Change informational flyer. <a href=\"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/google-walkout-flyer-alternative-text\/\" target=\"_blank\" rel=\"noopener\">Alternative text for the google walkout flyer can be found here.<\/a>[\/caption]\r\n\r\nGoogle subsequently abandoned the policy of forced arbitration for any employer-employee disputes. What\u2019s remarkable about these actions is the speed of organization and the effectiveness of the actions. In an article for CNBC.com, Technology Reporter Jillian D'Onfro observed that the \u201cGoogle walkouts showed what the new tech resistance looks like, with lots of cues from union organizing.\u201d[footnote]D'Onfro, Jillian. \"<a href=\"https:\/\/www.cnbc.com\/2018\/11\/03\/google-employee-protests-as-part-of-new-tech-resistance.html\" target=\"_blank\" rel=\"noopener\">Google Walkouts Showed What the New Tech Resistance Looks Like, With Lots of Cues From Union Organizing.<\/a>\" CNBC. November 3, 2018. Accessed July 18, 2019.[\/footnote] Specifically, Google employees tapped into the power of collective bargaining, using unionizing techniques and theatrics\u2014for example, staging a San Francisco rally in a plaza dedicated to union leader Harry Bridges\u2014without incurring the delays, compromises or political distractions of unionization or union representation. Indeed, one Google employee remarked that the speed of the walkout orchestration felt like \u201clightning striking.\u201d D\u2019Onfro also quoted Temple University professor Brishen Rogers, who specializes in the impact of technology on labor relations, saying \u201cthe numbers and level of coordination involved in the Google strike was unprecedented.\u201d[footnote]Ibid.[\/footnote] To put the ethics-unionization connection in perspective, a study reported in the <em>Journal of Financial Economics<\/em> found that a one standard deviation increase in employees\u2019 belief in their leaders integrity was associated with an increase in profitability and a decrease in the percentage of unionized workers.","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Describe the human resource implications of ethics<\/li>\n<\/ul>\n<\/div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-336\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/06\/19184219\/photo-1554200876-56c2f25224fa-300x200.jpeg\" alt=\"One woman is sitting at a desk with a laptop. Another woman is standing next to her and they are both looking at her laptop screen together. They are both wearing business attire.\" width=\"350\" height=\"233\" \/><\/p>\n<p>In an increasingly volatile business environment, an organization\u2019s human resources may represent their most sustainable source of competitive advantage.\u00a0Randy Conley, Ken Blanchard Companies\u2019 Trust Practice Leader, considers the ability to build and sustain high levels of trust and engagement a critical leadership competency. Conley states that with trust, \u201ccommitment, engagement, loyalty and excellence become more than empty words in a company mission statement, they become reality.\u201d<a class=\"footnote\" title=\"Conley, Randy. &quot;Connecting the Dots: Trust, Leadership, and Engagement.&quot; Leading with Trust. January 3, 2018. Accessed July 18, 2019.\" id=\"return-footnote-44-1\" href=\"#footnote-44-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a><\/p>\n<p>Of course, trust doesn\u2019t just happen. According to Conley, trust is built and sustained by behavior that reflects four key elements: competence, integrity, care and dependability. Leaders who exhibit these behaviors cultivate a safe environment that prompts a high level of engagement and discretionary effort. Conley\u2019s summary of trust-positive and negative behaviors is a good point of reference for building healthy and productive relationships at any level in an organization.<\/p>\n<table>\n<caption>Conley&#8217;s Trust Building and Trust Eroding Behaviors<\/caption>\n<thead>\n<tr>\n<th scope=\"col\">Behaviors That Build Trust<\/th>\n<th scope=\"col\">Behaviors That Erode Trust<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Demonstrating role competence<\/td>\n<td>Not having or developing role skills<\/td>\n<\/tr>\n<tr>\n<td>Establishing a successful track record<\/td>\n<td>Being disorganized or unresponsive<\/td>\n<\/tr>\n<tr>\n<td>Acting honestly, ethically &amp; legally<\/td>\n<td>Treating people unfairly<\/td>\n<\/tr>\n<tr>\n<td>Admitting mistakes<\/td>\n<td>Not recognizing &amp; rewarding others\u2019 contributions<\/td>\n<\/tr>\n<tr>\n<td>Asking for &amp; accepting feedback<\/td>\n<td>Gossiping or not keeping confidences<\/td>\n<\/tr>\n<tr>\n<td>Listening to learn (open to influence )<\/td>\n<td>Hoarding information<\/td>\n<\/tr>\n<tr>\n<td>\u201cWalking the talk\u201d<\/td>\n<td>Avoiding conflict and accountability<\/td>\n<\/tr>\n<tr>\n<td>Meeting commitments<\/td>\n<td>Not following through on commitments<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>Trust is a particularly critical issue given changes in demographics and employee influence. The findings from global communications firm Edelman\u2019s 2019 Trust Barometer survey<a class=\"footnote\" title=\"&quot;2019 Edelman Trust Barometer&quot; Edelman. January 20, 2019. Accessed July 18, 2019.\" id=\"return-footnote-44-2\" href=\"#footnote-44-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a> reflect a significant shift from trust in authority and social networks\u2014for example, a person like me\u2014to trust in local relationships and sphere of control. Key development: \u201cmy employer\u201d has emerged as the most trusted institution. This is especially relevant for human resource management since it represents not only an opportunity, but an expectation. Globally, 75% of respondents indicated that they trust their employer \u201cto do what is right,\u201d versus a 57% vote of faith in NGOs, 56% in business in general and 47% in media. In presenting these results at the annual World Economic Forum in Davos in 2019, Edelman CEO Richard Edelman noted this sense of trust reflects a full-employment economy and the associated confidence that workers have the ability to influence corporate policy and procedures.<a class=\"footnote\" title=\"&quot;Richard Edelman on the 2019 Edelman Trust Barometer.&quot; YouTube. January 22, 2019. Accessed July 18, 2019.\" id=\"return-footnote-44-3\" href=\"#footnote-44-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a><\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_864a3560-65a3-477b-a2a1-20af7794fe18\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/864a3560-65a3-477b-a2a1-20af7794fe18?iframe_resize_id=assessment_practice_id_864a3560-65a3-477b-a2a1-20af7794fe18\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<p>For example, employees\u2019 activism\u2014#GoogleWalkout and sit-in\u2014forced Google to drop its policy of forced private arbitration of sexual harassment, sexual assault and discrimination disputes. Airbnb, Facebook and eBay followed suit in ending forced arbitration of sexual harassment claims.<a class=\"footnote\" title=\"Martinez, Didi. &quot;Facebook, Airbnb and Ebay Join Google in Ending Forced Arbitration for Sexual Harassment Claims.&quot; NBC News. November 12, 2018. Accessed July 18, 2019.\" id=\"return-footnote-44-4\" href=\"#footnote-44-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a><\/p>\n<div id=\"attachment_334\" style=\"width: 360px\" class=\"wp-caption alignright\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-334\" class=\"wp-image-334\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/06\/19183134\/45721176221_de837d8cfc_k-250x300.jpg\" alt=\"See image caption for a link to alternative text for this image.\" width=\"350\" height=\"419\" \/><\/p>\n<p id=\"caption-attachment-334\" class=\"wp-caption-text\">Google Walkout for Real Change informational flyer. <a href=\"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/google-walkout-flyer-alternative-text\/\" target=\"_blank\" rel=\"noopener\">Alternative text for the google walkout flyer can be found here.<\/a><\/p>\n<\/div>\n<p>Google subsequently abandoned the policy of forced arbitration for any employer-employee disputes. What\u2019s remarkable about these actions is the speed of organization and the effectiveness of the actions. In an article for CNBC.com, Technology Reporter Jillian D&#8217;Onfro observed that the \u201cGoogle walkouts showed what the new tech resistance looks like, with lots of cues from union organizing.\u201d<a class=\"footnote\" title=\"D'Onfro, Jillian. &quot;Google Walkouts Showed What the New Tech Resistance Looks Like, With Lots of Cues From Union Organizing.&quot; CNBC. November 3, 2018. Accessed July 18, 2019.\" id=\"return-footnote-44-5\" href=\"#footnote-44-5\" aria-label=\"Footnote 5\"><sup class=\"footnote\">[5]<\/sup><\/a> Specifically, Google employees tapped into the power of collective bargaining, using unionizing techniques and theatrics\u2014for example, staging a San Francisco rally in a plaza dedicated to union leader Harry Bridges\u2014without incurring the delays, compromises or political distractions of unionization or union representation. Indeed, one Google employee remarked that the speed of the walkout orchestration felt like \u201clightning striking.\u201d D\u2019Onfro also quoted Temple University professor Brishen Rogers, who specializes in the impact of technology on labor relations, saying \u201cthe numbers and level of coordination involved in the Google strike was unprecedented.\u201d<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-44-6\" href=\"#footnote-44-6\" aria-label=\"Footnote 6\"><sup class=\"footnote\">[6]<\/sup><\/a> To put the ethics-unionization connection in perspective, a study reported in the <em>Journal of Financial Economics<\/em> found that a one standard deviation increase in employees\u2019 belief in their leaders integrity was associated with an increase in profitability and a decrease in the percentage of unionized workers.<\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-44\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Ethics in Human Resources. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Walkout for Real Change at Google. <strong>Authored by<\/strong>: Travis Wise. <strong>Provided by<\/strong>: Flickr. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/www.flickr.com\/photos\/photographingtravis\/45721176221\/in\/photostream\/\">https:\/\/www.flickr.com\/photos\/photographingtravis\/45721176221\/in\/photostream\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><li>Untitled. <strong>Authored by<\/strong>: CoWomen. <strong>Provided by<\/strong>: Unsplash. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/unsplash.com\/photos\/pd5FVvQ9-aY\">https:\/\/unsplash.com\/photos\/pd5FVvQ9-aY<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Unsplash License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-44-1\">Conley, Randy. \"<a href=\"https:\/\/leadingwithtrust.com\/2018\/01\/03\/connecting-the-dots-trust-leadership-and-engagement\/\" target=\"_blank\" rel=\"noopener\">Connecting the Dots: Trust, Leadership, and Engagement<\/a>.\" Leading with Trust. January 3, 2018. Accessed July 18, 2019. <a href=\"#return-footnote-44-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-44-2\">\"<a href=\"https:\/\/www.edelman.com\/trust-barometer\" target=\"_blank\" rel=\"noopener\">2019 Edelman Trust Barometer<\/a>\" Edelman. January 20, 2019. Accessed July 18, 2019. <a href=\"#return-footnote-44-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-44-3\">\"<a href=\"https:\/\/www.youtube.com\/watch?v=26Y0yoRIX8M\" target=\"_blank\" rel=\"noopener\">Richard Edelman on the 2019 Edelman Trust Barometer<\/a>.\" YouTube. January 22, 2019. Accessed July 18, 2019. <a href=\"#return-footnote-44-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-44-4\">Martinez, Didi. \"<a href=\"https:\/\/www.nbcnews.com\/tech\/tech-news\/facebook-airbnb-ebay-join-google-ending-forced-arbitration-sexual-harassment-n935451\" target=\"_blank\" rel=\"noopener\">Facebook, Airbnb and Ebay Join Google in Ending Forced Arbitration for Sexual Harassment Claims.<\/a>\" NBC News. November 12, 2018. Accessed July 18, 2019. <a href=\"#return-footnote-44-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><li id=\"footnote-44-5\">D'Onfro, Jillian. \"<a href=\"https:\/\/www.cnbc.com\/2018\/11\/03\/google-employee-protests-as-part-of-new-tech-resistance.html\" target=\"_blank\" rel=\"noopener\">Google Walkouts Showed What the New Tech Resistance Looks Like, With Lots of Cues From Union Organizing.<\/a>\" CNBC. November 3, 2018. Accessed July 18, 2019. <a href=\"#return-footnote-44-5\" class=\"return-footnote\" aria-label=\"Return to footnote 5\">&crarr;<\/a><\/li><li id=\"footnote-44-6\">Ibid. <a href=\"#return-footnote-44-6\" class=\"return-footnote\" aria-label=\"Return to footnote 6\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":4,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Ethics in Human Resources\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"Walkout for Real Change at Google\",\"author\":\"Travis Wise\",\"organization\":\"Flickr\",\"url\":\"https:\/\/www.flickr.com\/photos\/photographingtravis\/45721176221\/in\/photostream\/\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"Untitled\",\"author\":\"CoWomen\",\"organization\":\"Unsplash\",\"url\":\"https:\/\/unsplash.com\/photos\/pd5FVvQ9-aY\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"Unsplash License\"}]","CANDELA_OUTCOMES_GUID":"849c98cd-0025-48d5-9eb0-eaad8098ebb7, c3895211-caa5-41bd-ad93-a64614cbf177","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-44","chapter","type-chapter","status-publish","hentry"],"part":21,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/44","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":21,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/44\/revisions"}],"predecessor-version":[{"id":3478,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/44\/revisions\/3478"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/21"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/44\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=44"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=44"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=44"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=44"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}