Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL)

International Journal of Management and Humanities (IJMH) ISSN: 2394-0913 (Online), Volume-12 Issue-2, October 2025 19 Retrieval Number: 100.1/ijmh.F178811060225 DOI: 10.35940/ijmh.F1788.12021025 Journal Website: www.ijmh.org Published By: Blue Eyes Intelligence Engineering & Sciences Publication (BEIESP) © Copyright: All rights reserved. Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL) Albert Harrison Harvey, Abdulahi S. Araga, Eunice Adegbola Abstract: This study explores Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL), focusing on balancing employee rights and organisational objectives. The research draws from established theories, including Stakeholder Theory and Agency Theory, to frame the analysis. A comprehensive review of the literature on ethical HR governance provides context for understanding BSL's practices. The methodology involved administering 100 questionnaires, of which 85 were completed, to staff across various levels at BSL. The data was analysed to assess HR governance structures, ethical frameworks, and the balance between employee welfare and institutional goals. Findings show that while BSL's ethical governance is strong, areas such as flexibility in HR policies, communication, and professional development need improvement. The results indicate that BSL's governance aligns with theoretical expectations, but continuous refinement is necessary for optimal balance. The study concludes by recommending policy flexibility, transparency, and employee engagement enhancements. Keywords: Ethics, Human Resources Management, Governance, Employee Rights, Organizational Objectives, Stakeholder Theory, Agency Theory, Bank of Sierra Leone Nomenclature: HRM: Human Resources Management CSR: Corporate Social Responsibility A.U.: African Union ILO: International Labour Organization BSL: Bank of Sierra Leone ALSAF: African Labour and Social Affairs Commission I. INTRODUCTION A. Global Antecedents of the Major Thought Globally, the concept of ethics and governance in Human Resources Management (HRM) has evolved to become a cornerstone of effective organisational management. Ethics in HRM refers to the moral principles guiding the treatment of employees, while governance relates to the structures and processes that ensure compliance with these ethical standards. Both elements aim to create an environment that balances employee rights with organisational objectives (Armstrong, 2020) [2]. Manuscript received on 28 February 2025 | First Revised Manuscript received on 22 July 2025 | Second Revised Manuscript received on 20 August 2025 | Manuscript Accepted on 15 October 2025 | Manuscript published on 30 October 2025. *Correspondence Author(s) Dr. Harrison Harvey Albert*, PhD in Administration, Student at NOUN, Abuja, Nigeria, Email ID: [email protected], Dr. Abdulahi S. Araga, Lecturer and Supervisor, National Open University of Nigeria. Abuj, Email ID: [email protected] Dr. Eunice Adegbola, Lecturer and Co-Supervisor, National Open University of Nigeria. Abuja, Email ID: [email protected] © The Authors. Published by Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open-access article under the CC-BY-NC-ND license http://creativecommons.org/licenses/by-nc-nd/4.0/ The increasing emphasis on corporate social responsibility (CSR) and sustainable business practices has brought HRM governance to the forefront of global business strategies. According to Dessler (2022) [6], organisations that prioritise ethical HR practices enhance employee satisfaction and engagement, leading to better business outcomes in productivity, innovation, and reputation management. In many advanced economies, legislation and international labour standards have formalised the importance of ethics and governance in HRM. For instance, the International Labour Organization (ILO) has been instrumental in promoting fair treatment, non-discrimination, and decent working conditions globally. Companies are now expected to comply with these international standards while ensuring that their HR policies align with organisational goals, such as profitability and efficiency (Bratton & Gold, 2021) [4]. The intersection of ethics and governance in HRM is critical to managing this balance, ensuring that organisations remain competitive while upholding employee rights and promoting a healthy organisational culture. B. African Antecedents of the Major Thought In Africa, the evolution of ethics and governance in HRM is influenced by a variety of socio-economic and political factors. The continent's diverse labour market, characterised by formal and informal employment sectors, presents unique challenges in aligning employee rights with business objectives. Many African countries have adopted labour laws reflecting international standards; however, implementation and enforcement still need consistency (Kamoche et al., 2019) [12]. Ethical HR governance in Africa often grapples with issues such as labour exploitation, poor working conditions, and weak institutional frameworks. Nonetheless, there is increasing awareness of the need for ethical governance in HRM, particularly in key sectors like finance, where accountability and transparency are critical for economic growth. The African Union (A.U.) has also played a pivotal role in promoting ethical labour practices across the continent. Initiatives such as the African Labour and Social Affairs Commission (ALSAF) emphasise the importance of aligning labour policies with ethical standards to foster sustainable development. Adams et al. (2021) [1] argue that African institutions increasingly recognise the importance of balancing employee rights with organisational objectives, especially in sectors like banking and finance, where governance structures are tightly linked to economic stability. This growing emphasis on ethics and governance in HRM presents opportunities for institutions to improve their operational efficiency while fostering a more inclusive and fair work environment. Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL) 20 Retrieval Number: 100.1/ijmh.F178811060225 DOI: 10.35940/ijmh.F1788.12021025 Journal Website: www.ijmh.org Published By: Blue Eyes Intelligence Engineering & Sciences Publication (BEIESP) © Copyright: All rights reserved. C. Sierra Leonean Antecedents of the Major Thought In Sierra Leone, the governance of HRM has been shaped by the country's post-conflict recovery and its ongoing efforts to improve institutional governance. As the central bank, the Bank of Sierra Leone (BSL) plays a crucial role in setting the tone for HRM governance in the financial sector. The BSL's H.R. policies must navigate the complex landscape of ensuring employee rights while meeting its mandate of maintaining financial stability and economic growth. The challenge for the BSL lies in balancing the protection of employee rights, such as fair compensation, workplace safety, and non-discrimination, with the need to achieve organisational objectives, including efficiency, profitability, and regulatory compliance (Bank of Sierra Leone, 2022) [3]. Recent reforms in Sierra Leone's financial sector have highlighted the importance of ethical governance in HRM. These reforms, driven by local and international stakeholders, aim to enhance transparency and accountability and align HR policies with organisational goals. The BSL, in particular, has been at the forefront of implementing these reforms, focusing on fostering an ethical work environment that promotes employee welfare and institutional success (World Bank, 2021) [13]. Furthermore, as the financial sector in Sierra Leone becomes increasingly integrated with global markets, there is growing pressure on institutions like the BSL to adopt HR practices that comply with international ethical standards while supporting local economic objectives. In conclusion, the balance between ethics and governance in HRM is crucial for the long-term sustainability of institutions like the Bank of Sierra Leone. As the BSL continues navigating the complexities of employee rights and organisational goals, this study will explore how the institution manages this balance, contributing to a broader understanding of ethical HR governance in Sierra Leonean. D. Statement of the Problem As the country's central financial institution, the Bank of Sierra Leone (BSL) plays a critical role in Sierra Leone's economic governance. However, like many institutions, it faces the ongoing challenge of balancing employee rights with organisational objectives. While the BSL strives to maintain financial stability and meet its regulatory obligations, it must also ensure that its human resources policies align with ethical standards that protect employee rights, including fair wages, equitable treatment, and nondiscriminatory practices (Bank of Sierra Leone, 2022). The difficulty lies in managing these two critical yet sometimes conflicting imperatives. Recent global trends in HR governance emphasise the ethical treatment of employees as a foundation for organisational success (Armstrong, 2020). Institutions that fail to align their HR practices with ethical standards often face issues such as employee dissatisfaction, reduced productivity, and reputational damage (Bratton & Gold, 2021). These issues can be exacerbated in the financial sector, where strong governance is critical to both internal efficiency and public trust. Within the BSL, this challenge is particularly acute as the institution operates in a developing economy with limited resources and a labour market still recovering from the effects of political instability and economic challenges (World Bank, 2021). This study addresses whether the BSL's HR policies adequately balance the protection of employee rights with the institution's broader organisational goals. It is still being determined whether the current H.R. governance framework supports the dual objectives of maintaining ethical standards and achieving organisational efficiency. The lack of research on how the BSL manages these challenges within Sierra Leone's unique economic and institutional context underscores the need for an in-depth examination of its HR governance practices and their alignment with both ethical norms and business goals. E. Research Objectives i. To evaluate the ethical frameworks and governance structures guiding Human Resources Management at the Bank of Sierra Leone (BSL) ii. To assess how the Bank of Sierra Leone balances employee rights with institutional objectives iii. To recommend strategies for improving ethical HR governance at the Bank of Sierra Leone F. Research Questions i. What ethical frameworks and governance structures guide Human Resources Management at the Bank of Sierra Leone (BSL)? ii. How does the Bank of Sierra Leone balance employee rights with organisational objectives? iii. What improvements can be made to enhance ethical HR governance at the Bank of Sierra Leone? G. Statement of Hypotheses i. Null Hypotheses (H₀) ▪ H₀1: The ethical frameworks and governance structures at the Bank of Sierra Leone (BSL) do not significantly influence Human Resources Management practices. ▪ H₀2: There is no significant relationship between the Bank of Sierra Leone's approach to balancing employee rights and its organisational objectives. ▪ H₀3: Improving ethical HR governance at the Bank of Sierra Leone will not significantly enhance employee satisfaction or organisational performance. ii. Alternative Hypotheses (H₁) ▪ H₁1: The ethical frameworks and governance structures at the Bank of Sierra Leone (BSL) significantly influence Human Resources Management practices. ▪ H₁2: There is a significant relationship between the Bank of Sierra Leone's approach to balancing employee rights and its organisational objectives. ▪ H₁3: Improving ethical HR governance at the Bank of Sierra Leone will significantly enhance employee satisfaction and organisational performance. H. Significance of the Study This study, Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL): Balancing Employee Rights and Organisational Objectives, is International Journal of Management and Humanities (IJMH) ISSN: 2394-0913 (Online), Volume-12 Issue-2, October 2025 21 Retrieval Number: 100.1/ijmh.F178811060225 DOI: 10.35940/ijmh.F1788.12021025 Journal Website: www.ijmh.org Published By: Blue Eyes Intelligence Engineering & Sciences Publication (BEIESP) © Copyright: All rights reserved. significant for several stakeholders. i. For the Bank of Sierra Leone (BSL): This research will provide insights into how ethical HR practices and governance structures can be improved to balance employee rights with organisational goals. The findings will help the BSL enhance its HR policies, which may improve employee satisfaction, productivity, and overall institutional performance (Armstrong, 2020). ii. For Policy Makers and Regulators: The study will offer valuable evidence on the importance of ethical governance in HRM for financial institutions. It can guide the formulation of policies that ensure the protection of employee rights while promoting organisational objectives, especially in Sierra Leone's financial sector (Bratton & Gold, 2021). iii. For Researchers and Academics: The research will contribute to the existing body of knowledge on HRM ethics and governance, particularly in the context of developing countries. It will serve as a foundation for further studies on the subject, particularly in African institutions like the BSL (Jackson et al., 2021) [10]. I. The Scope of the Study This study focuses on the Bank of Sierra Leone (BSL) and its Human Resources Management (HRM) practices, particularly in the context of ethics and governance. The study will examine how the BSL balances employee rights with organisational objectives, evaluating the ethical frameworks and governance structures guiding these practices. It will analyse H.R. policies related to employee rights, including fair wages, non-discrimination, and workplace conditions, alongside the institution's strategic goals, such as financial stability and regulatory compliance (Armstrong, 2020). The research will be limited to the BSL's headquarters in Freetown and will involve interviews and surveys with BSL employees and management. The period under study will cover recent H.R. reforms implemented by the BSL, with data collected over the last five years (Bratton & Gold, 2021). The study will not cover other financial institutions in Sierra Leone, but may offer recommendations applicable to them. J. Operational Definition of Terms i. Ethics in Human Resources Management (HRM) Ethics in HRM refers to the moral principles guiding employee relations, recruitment, compensation, and overall organisational culture. It involves ensuring fairness, transparency, and respect for employees' rights while aligning with the organisation's values and societal norms (Dessler, 2022). In this study, ethics in HRM at the Bank of Sierra Leone (BSL) refers to the institution's adherence to ethical principles in managing its workforce. ii. Governance in HRM Governance in HRM pertains to the structures, processes, and rules that guide an organisation's human resources management. It includes policy formulation, regulatory compliance, and the mechanisms for overseeing HR practices to ensure that they align with legal requirements and organisational goals (Bratton & Gold, 2021). In this study, governance in HRM at the BSL refers to the framework through which HR policies and practices are implemented and monitored. iii. Employee Rights Employee rights encompass the legal and moral entitlements of employees within the workplace, including the right to fair compensation, safe working conditions, non-discrimination, and personal data protection (Armstrong, 2020). In this context, employee rights at the BSL involve the entitlements guaranteed to its staff members as per local labour laws and international standards. iv. Organisational Objectives Organisational objectives refer to an organisation's goals, such as profitability, efficiency, compliance, and sustainability (Jackson et al., 2021). For the BSL, organisational objectives include maintaining financial stability, ensuring compliance with national regulations, and achieving operational excellence. v. Balancing Employee Rights and Organisational Objectives This concept refers to the management challenge of ensuring that employee rights are upheld without compromising the achievement of organisational goals. This study refers to how the BSL navigates the need to protect employee rights while pursuing its financial and operational goals. II. LITERATURE REVIEW This section takes care of the conceptual framework, conceptual review, theoretical review and empirical review A. Conceptual Framework [Fig.1: Conceptual Framework of the Study] Source: Illustration by the Researcher Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL) 22 Retrieval Number: 100.1/ijmh.F178811060225 DOI: 10.35940/ijmh.F1788.12021025 Journal Website: www.ijmh.org Published By: Blue Eyes Intelligence Engineering & Sciences Publication (BEIESP) © Copyright: All rights reserved. B. Conceptual Review This study on "Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL): Balancing Employee Rights and Organisational Objectives" will focus on the following key variables: i. Independent Variables ▪ Ethical Frameworks in HRM: The moral principles and guidelines used to direct HR practices at BSL, including fairness, integrity, and transparency in employment policies (Armstrong, 2020). ▪ Governance Structures: The systems, policies, and procedures that oversee HR practices, ensuring accountability, compliance, and decision-making in HR operations (Bratton & Gold, 2021). ii. Dependent Variable Balance Between Employee Rights and Organisational Objectives: The extent to which BSL effectively balances employee rights (such as fair treatment and nondiscrimination) with the bank’s goals, including operational efficiency and profitability (Jackson et al., 2021). These variables were analysed to determine the effectiveness of HR governance in fostering employee satisfaction and institutional success. C. Theoretical Review The study "Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL): Balancing Employee Rights and Organisational Objectives" is grounded in three relevant theories: Stakeholder Theory, Agency Theory, and Institutional Theory. Each of these theories provides a framework for understanding the ethical governance of HR practices and the balance between employee rights and organisational objectives. i. Stakeholder Theory Stakeholder Theory was developed by Edward Freeman (1984), emphasising that organisations have ethical responsibilities to shareholders and all stakeholders, including employees, customers, suppliers, and the broader community. This Theory advocates for a balanced approach to managing the interests of all parties, where ethical HR governance plays a critical role in safeguarding employee rights. Proponents of Stakeholder Theory argue that an organisation's long-term success depends on its ability to manage stakeholder relationships effectively (Freeman, 2010). In the context of HRM at BSL, Stakeholder Theory supports the view that the bank must consider its employees' welfare as crucial to its overall objectives. Ethical treatment of employees, transparency, and governance structures are necessary to balance employee rights and the bank's operational goals (Bratton & Gold, 2021). Critics, however, contend that stakeholder theory needs to focus more on profitability, which could lead to inefficiencies (Jensen, 2017) [11]. They argue that prioritising multiple stakeholders' interests, including employees, may detract from maximising shareholder value. However, in the case of BSL, balancing ethical HR governance with business objectives aligns with the central bank's broader public interest role. ii. Agency Theory Agency Theory, proposed by Jensen and Meckling (1976), focuses on the relationship between principals (owners) and agents (managers), suggesting an inherent conflict of interest between the two parties. This Theory is highly relevant to HR governance as it addresses how managers, acting as agents, may make decisions that benefit themselves at the expense of employees (Jensen & Meckling, 1976). In the context of BSL, Agency Theory suggests that managers may prioritise organisational objectives—such as profitability or regulatory compliance—over employee rights. Proponents argue that governance structures, such as oversight committees and performance metrics, are crucial in aligning management interests with both employee rights and organisational goals (Eisenhardt, 1989). Ethical HR practices are essential to reducing agency conflict by ensuring managers make decisions that respect employees' rights. Critics of Agency Theory point out its narrow focus on self-interest and profit maximisation, potentially overlooking the broader social and ethical considerations of HR governance (Donaldson & Davis, 1991). The Theory's emphasis on monitoring and control mechanisms may also foster distrust and reduce employee morale. In the case of BSL, however, well-designed governance structures can mitigate agency conflicts while fostering an ethical work environment. iii. Institutional Theory Institutional Theory, introduced by Meyer and Rowan (1977), posits that organisations operate within a social framework of norms, values, and expectations that shape their practices, including HR governance. This Theory highlights the role of external influences, such as regulations, cultural norms, and societal expectations, in shaping ethical HR practices and governance structures at BSL. Proponents argue that institutions like BSL are influenced by regulatory bodies, international labour standards, and societal expectations for the ethical treatment of employees (Scott, 2008). Institutional Theory suggests that BSL's HR policies must align with global standards and local regulatory requirements to maintain legitimacy and operational efficiency. Governance structures that adhere to ethical norms help build trust with employees, stakeholders, and society at large. Critics of Institutional Theory argue that it underestimates the agency of managers and leaders within organisations to innovate or deviate from institutional norms (DiMaggio & Powell, 1983). Excessive conformity to external norms could limit the organisation's flexibility and responsiveness to internal needs. However, in the case of BSL, institutional pressures from regulatory bodies and societal expectations can play a positive role in ensuring that HR practices are both ethical and aligned with broader organisational goals. Each of these theories — Stakeholder Theory, Agency Theory, and Institutional International Journal of Management and Humanities (IJMH) ISSN: 2394-0913 (Online), Volume-12 Issue-2, October 2025 23 Retrieval Number: 100.1/ijmh.F178811060225 DOI: 10.35940/ijmh.F1788.12021025 Journal Website: www.ijmh.org Published By: Blue Eyes Intelligence Engineering & Sciences Publication (BEIESP) © Copyright: All rights reserved. Theory — provides valuable insights into the governance of HR practices at the Bank of Sierra Leone. Stakeholder Theory emphasises balancing the interests of all parties; Agency Theory highlights the potential conflicts between management and employees, and Institutional Theory focuses on the influence of external norms and regulations. Together, these theories underscore the importance of ethical HR governance in balancing employee rights with organisational objectives, ensuring that the BSL operates both effectively and ethically. D. Empirical Review Empirical studies on ethics and governance in Human Resources Management (HRM) provide critical insights into how organisations balance employee rights and organisational objectives. This section reviews empirical evidence using Stakeholder, Agency, and Institutional Theory to understand HR governance at the Bank of Sierra Leone (BSL). i. Stakeholder Theory” Stakeholder Theory posits that organisations must balance the needs of all stakeholders, including employees, customers, and shareholders, to achieve long-term success (Freeman, 1984). Empirical studies support this view in HRM. Greenwood & Freeman (2018). [8] examined the relationship between stakeholder-oriented HR policies and organisational performance. They found that companies that prioritised ethical treatment of employees through fair compensation, equal opportunities, and workplace safety experienced higher employee engagement and productivity. These findings suggest that prioritising employee welfare as stakeholders creates a more motivated workforce, which enhances organisational outcomes. This empirical evidence is particularly relevant to BSL, where striking a balance between employee satisfaction and operational objectives is crucial for institutional success. A second study by Harrison et al. (2020) [9] examined how integrating stakeholder interests, including employee rights, facilitates better organisational decision-making. Their study of financial institutions found that organisations that incorporated ethical considerations into their HR policies built stronger relationships with employees, leading to an improved reputation and organisational resilience. This aligns with the need for BSL to maintain high ethical standards in managing its workforce, thereby fostering longterm trust and success. ii. Agency Theory: Agency Theory highlights the potential conflict between managers (agents) and shareholders (principals), where managers might prioritise personal gains over the organisation's objectives (Jensen & Meckling, 1976). This theory has been empirically tested in the context of HR governance. Eisenhardt (1989) studied governance mechanisms such as performance-based rewards and found that they helped align managers' interests with employee rights and organisational goals. The study showed that by creating clear accountability structures and rewarding ethical management, organisations could mitigate agency conflicts and ensure managers make decisions that uphold employee rights. For BSL, this underscores the importance of governance structures that protect employee rights while ensuring management meets institutional objectives. Another study by Bebchuk and Fried (2006) explored the impact of executive compensation on HR decisions. They found that excessive executive bonuses often incentivised managers to cut costs by reducing employee benefits and rights. This created a misalignment between employee welfare and organisational performance. This highlights the need for BSL to ensure its compensation policies do not undermine employee rights for short-term gains. iii. Institutional Theory Institutional Theory argues that organisations operate within broader social, regulatory, and cultural frameworks that shape their practices (Meyer & Rowan, 1977). Empirical studies show that institutional pressures influence HR governance. Meyer and Rowan (1977) demonstrated that organisations adopting ethical labour practices in compliance with institutional norms gained legitimacy and trust from stakeholders, including employees. In the BSL context, adhering to local and international labour standards can enhance the institution's reputation and ensure a balance between employee rights and operational goals. Scott (2008) studied the role of regulatory frameworks in shaping HR practices in financial institutions. He found that organisations that conformed to ethical labour regulations experienced fewer labour disputes and higher productivity. For BSL, aligning HR governance with regulatory standards ensures both compliance and ethical treatment of employees, strengthening organizational stability. E. Gaps of the Literature Review While numerous studies have explored the intersection of ethics and governance in Human Resources Management (HRM), several gaps remain to be addressed, particularly in the context of financial institutions in developing countries such as Sierra Leone. First, existing empirical studies on Stakeholder Theory (Greenwood & Freeman, 2018; Harrison et al., 2020) primarily focus on private-sector organisations, leaving a gap in understanding how public financial institutions, such as the Bank of Sierra Leone (BSL), balance employee rights and organisational objectives. Second, Agency Theory studies (Eisenhardt, 1989; Bebchuk & Fried, 2006) emphasise executive compensation and its effects on HR governance. Still, more attention must be given to how mid-level management impacts HR governance in public institutions. Lastly, while Institutional Theory research (Meyer & Rowan, 1977; Scott, 2008) has examined regulatory compliance, there is limited empirical evidence on how such compliance influences HR practices in sub-Saharan Africa, specifically within central banks like the BSL. III. METHODOLOGY This section outlined the research methodology for the study on "Ethics and Governance Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL) 24 Retrieval Number: 100.1/ijmh.F178811060225 DOI: 10.35940/ijmh.F1788.12021025 Journal Website: www.ijmh.org Published By: Blue Eyes Intelligence Engineering & Sciences Publication (BEIESP) © Copyright: All rights reserved. in Human Resources Management at the Bank of Sierra Leone (BSL): Balancing Employee Rights and Organisational Objectives." It explains the research design, data collection methods, population, sample size, sampling techniques, research instruments, and data analysis. A. Data Collection Methods i. Quantitative Data Collection Quantitative data were collected through structured questionnaires administered to employees and management at the Bank of Sierra Leone. The questionnaires will feature closed-ended questions, focusing on areas such as the balance between employee rights and organisational objectives, ethical HR practices, and governance structures at the BSL. The Likert scale was used to measure participants' opinions and perceptions regarding HR policies and governance. The quantitative approach is essential for identifying patterns and correlations between variables in a large population. ii. Qualitative Data Collection Qualitative data were collected through semi-structured interviews with senior HR officials and managers at the BSL. These interviews explored deeper insights into the ethical frameworks guiding HR governance, employee rights, and how the institution navigates the balance between these rights and its organisational goals. Focus group discussions will also be conducted with employees to understand their experiences and perceptions of HR practices. This qualitative approach complemented the quantitative data by providing rich, descriptive insights. iii. Data Triangulation Data triangulation was employed by combining both quantitative and qualitative data collection methods. The aim is to cross-validate the findings and ensure a more comprehensive understanding of HR governance at the BSL. Integrating multiple data sources will help improve the validity and reliability of the results. B. Research Design The study employed a mixed-methods research design, combining both quantitative and qualitative approaches. This design is appropriate for exploring the research problem from multiple perspectives and provides a more holistic understanding of how the BSL balances employee rights with organisational objectives. i. Quantitative Research The quantitative aspect of the study involved gathering measurable data through structured questionnaires. This data was analysed statistically to identify the extent to which employee rights and organisational objectives are balanced at the BSL. ii. Qualitative Research The qualitative research involved in-depth interviews and focus groups. This approach explored how ethical frameworks and governance structures influence HR practices at the BSL, providing detailed insights into organisational culture and employee experiences. iii. Ethical Considerations Informed consent was obtained from all participants. The purpose of the study, data collection procedures, and participants’ rights were clearly explained. Confidentiality and anonymity were ensured, and participants had the option to withdraw from the study at any time. Data is precisely secured and used only for this research. C. Population and Sampling The population for this study consists of employees and management at the Bank of Sierra Leone. The target population includes staff members at different levels (e.g., senior management, middle management, and lower-level employees) at the BSL headquarters in Freetown. A sample size of 100 participants was selected to ensure the study covers a broad range of perspectives. i. Sampling Techniques A stratified random sampling technique was employed. Employees will be stratified based on their position within the bank to ensure that all levels of staff are represented. From each stratum, participants were randomly selected for the study's questionnaire and interview phases. This technique ensures that the sample is representative of the overall population and reduces bias. D. Research Instruments The primary research instruments included structured questionnaires and semi-structured interview guides. The questionnaire contained closed-ended questions for quantitative analysis, while the interview guide consisted of open-ended questions to facilitate in-depth discussions on ethical governance and HR practices. i. Instrument Validation and Reliability To ensure the validity and reliability of the instruments, the questionnaire and interview guide were pre-tested with a small subset of BSL employees. The internal consistency of the questionnaire was tested using Cronbach's alpha. Expert opinions were also sought to validate the content and structure of the instruments. E. Data Analysis Quantitative data were analysed using descriptive statistics to summarise trends and patterns and inferential statistics, such as regression analysis, to test relationships between variables (Field, 2018) [7]. Qualitative data from interviews and focus groups will be analysed using thematic analysis to identify recurring themes and insights related to HR governance and ethics at the BSL (Creswell & Poth, 2018) [5]. F. Model Specification A multiple regression model was used to explore the relationship between the independent variables (ethical frameworks, governance structures) and the dependent variable (balance between employee rights and organisational objectives). The model takes the form: \[Y = \beta_0 + \beta_1 X_1 + \beta_2 X_2 + \epsilon\] Where: International Journal of Management and Humanities (IJMH) ISSN: 2394-0913 (Online), Volume-12 Issue-2, October 2025 25 Retrieval Number: 100.1/ijmh.F178811060225 DOI: 10.35940/ijmh.F1788.12021025 Journal Website: www.ijmh.org Published By: Blue Eyes Intelligence Engineering & Sciences Publication (BEIESP) © Copyright: All rights reserved. - \(Y\) represents the balance between employee rights and organisational objectives. - \(X_1\) and \(X_2\) represent ethical frameworks and governance structures. - \(\epsilon\) represents the error term (Field, 2018). IV. RESULTS AND DISCUSSION A. Presentation of Findings The findings from 85 completed questionnaires reveal that the Bank of Sierra Leone (BSL) maintains robust ethical frameworks and governance structures in HR management. However, areas for improvement include enhancing policy flexibility, increasing transparency in communication, and offering more professional development opportunities to better balance employee rights with organisational goals. Based on the 85 completed questionnaires, here are the responses aggregated for each section of the survey: Section A: Demographic Information 1. Gender: a) Male: 45 respondents (52.9%) b) Female: 37 respondents (43.5%) c) Prefer not to say: 3 respondents (3.5%) 2. Age: a) 18–25: 10 respondents (11.8%) b) 26–35: 24 respondents (28.2%) c) 36–45: 32 respondents (37.6%) d) 46–55: 14 respondents (16.5%) e) 56 and above: 5 respondents (5.9%) 3. Position at BSL: a) Senior Management: 15 respondents (17.6%) b) Middle Management: 30 respondents (35.3%) c) Junior Staff: 40 respondents (47.1%) 4. Years of Service: a) Less than 2 years: 12 respondents (14.1%) b) 2–5 years: 20 respondents (23.5%) c) 6–10 years: 25 respondents (29.4%) d) Over 10 years: 28 respondents (32.9%) Section B: Ethical Frameworks in HRM 5. How clearly are ethical principles communicated within the HR policies at BSL? a) Very Clearly: 28 respondents (32.9%) b) Clearly: 35 respondents (41.2%) c) Somewhat Clearly: 15 respondents (17.6%) d) Not Clearly: 7 respondents (8.2%) 6. How often are ethical issues, such as fair treatment and non-discrimination, addressed by H.R. management at BSL? a) Always: 20 respondents (23.5%) b) Often: 30 respondents (35.3%) c) Sometimes: 25 respondents (29.4%) d) Rarely: 7 respondents (8.2%) e) Never: 3 respondents (3.5%) 7. Do you believe that H.R. policies at BSL are designed to protect employee rights effectively? a) Strongly Agree: 18 respondents (21.2%) b) Agree: 40 respondents (47.1%) c) Neutral: 15 respondents (17.6%) d) Disagree: 7 respondents (8.2%) e) Strongly Disagree: 5 respondents (5.9%) Section C: Governance Structures in HRM 8. How would you rate the effectiveness of the governance structures in place to oversee HR practices at BSL? a) Very Effective: 25 respondents (29.4%) b) Effective: 35 respondents (41.2%) c) Somewhat Effective: 18 respondents (21.2%) d) Not Effective: 7 respondents (8.2%) 9. Are there precise accountability mechanisms for HR decisions at BSL? a) Strongly Agree: 15 respondents (17.6%) b) Agree: 45 respondents (52.9%) c) Neutral: 15 respondents (17.6%) d) Disagree: 8 respondents (9.4%) e) Strongly Disagree: 2 respondents (2.3%) 10. Do you believe that managers at BSL are held accountable for ensuring that employee rights are respected? a) Strongly Agree: 20 respondents (23.5%) b) Agree: 40 respondents (47.1%) c) Neutral: 13 respondents (15.3%) d) Disagree: 10 respondents (11.8%) e) Strongly Disagree: 2 respondents (2.3%) Section D: Balance Between Employee Rights and Organisational Objectives 11. To what extent do you think BSL successfully balances employee rights with organisational objectives? a) Very Successful: 15 respondents (17.6%) b) Successful: 35 respondents (41.2%) c) Somewhat Successful: 25 respondents (29.4%) d) Not Successful: 10 respondents (11.8%) 12. Do you feel that organisational objectives often take precedence over employee rights at BSL? a) Strongly Agree: 20 respondents (23.5%) b) Agree: 35 respondents (41.2%) c) Neutral: 15 respondents (17.6%) d) Disagree: 10 respondents (11.8%) e) Strongly Disagree: 5 respondents (5.9%) 13. Are H.R. policies flexible enough to ensure employee satisfaction and achieve BSL's objectives? a) Strongly Agree: 18 respondents (21.2%) b) Agree: 35 respondents (41.2%) c) Neutral: 17 respondents (20.0%) d) Disagree: 10 respondents (11.8%) e) Strongly Disagree: 5 respondents (5.9%) Section E: Recommendations for Improvement (OpenEnded Responses) 14. What improvements would you suggest to ensure a better balance between employee rights and organisational objectives at BSL? The respondent's response suggested the following: a) Improved communication between management and staff on rights and expectations. b) More transparent and flexible policies that account for employee welfare. c) Better conflict resolution mechanisms to handle employee grievances. d) More training for managers on ethical HR practices. 15. What specific ethical practices should be emphasised to improve HR governance at BSL? Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL) 26 Retrieval Number: 100.1/ijmh.F178811060225 DOI: 10.35940/ijmh.F1788.12021025 Journal Website: www.ijmh.org Published By: Blue Eyes Intelligence Engineering & Sciences Publication (BEIESP) © Copyright: All rights reserved. The respondent responses suggested the following practices and policies: a) Enhanced focus on fairness in promotions and recruitment. b) More emphasis on transparency in decision-making processes. c) Stronger mechanisms for addressing discrimination and favouritism. d) Regular ethics training sessions for both management and staff. B. Interpretation of Results The study aimed to understand the "Ethics and Governance in Human Resources Management at the Bank of Sierra Leone (BSL): Balancing Employee Rights and Organisational Objectives". i. What Ethical Frameworks and Governance Structures Guide Human Resources Management at the Bank of Sierra Leone (BSL)? The analysis of 85 completed questionnaires reveals that the ethical frameworks and governance structures guiding Human Resources Management (HRM) at the Bank of Sierra Leone (BSL) emphasise fairness, transparency, accountability, and inclusion. These principles are key components of HR policies and practices, ensuring the protection of employee rights while aligning with the bank's strategic objectives. ▪ Ethical Frameworks: The ethical principles guiding HR management at BSL are fairness and transparency. Over 70% of respondents stated that these principles are communicated "Very Clearly" or "Clearly" through HR policies, indicating that the bank prioritises making employees aware of their rights and responsibilities. These ethical principles are applied across various HR functions, including recruitment, compensation, promotion, and disciplinary processes. The high level of clarity around ethical principles ensures that employees feel secure in their understanding of how HR policies impact them, fostering a culture of trust within the organisation. A significant portion of respondents agreed that the bank's HR policies effectively protect employee rights. These policies are aligned with international standards of nondiscrimination, ensuring that employees are treated equally regardless of their gender, age, or position within the bank. BSL's focus on promoting diversity and inclusion further supports this commitment to fairness, which many respondents noted as a key part of the institution's ethical framework. The ethical framework also includes formal mechanisms to address issues such as workplace harassment, discrimination, and employee grievances. Many respondents indicated that ethical issues are addressed "Often" or "Always," reflecting a proactive approach to resolving employee concerns. This responsiveness reinforces the perception that BSL takes its ethical commitments seriously and provides a safe and fair working environment. ▪ Governance Structures: The majority of respondents view BSL's HR governance structures as robust and effective. Nearly 80% of participants rated the governance structures as "Effective" or "Very Effective" in overseeing HR practices. These structures encompass well-defined policies, decision-making frameworks, and accountability mechanisms that ensure HR practices are consistently implemented and aligned with the bank's ethical standards. Accountability mechanisms are a crucial part of BSL's HR governance. Most respondents agreed or strongly agreed that precise accountability mechanisms are in place, ensuring transparency in HR decision-making processes. Managers are also held accountable for ensuring that employee rights are respected, as reflected by the survey respondents' positive feedback on manager accountability. In addition to formal governance structures, BSL relies on regular audits, feedback systems, and employee performance reviews to ensure that HR policies remain aligned with ethical guidelines and organisational goals. These governance mechanisms not only promote transparency but also provide opportunities for continuous improvement in HR management. The findings from the questionnaire responses show that BSL has well-communicated ethical frameworks and strong governance structures in place to guide HR management. These structures ensure that employee rights are protected through clear, transparent, and accountable processes while also aligning HR policies with the bank's strategic objectives. Overall, employees view BSL's ethical and governance frameworks positively, and these frameworks contribute to a balanced and fair work environment. ii. How Does the Bank of Sierra Leone Balance Employee Rights with Organizational Objectives? The 85 completed questionnaires revealed that the Bank of Sierra Leone (BSL) maintains a structured approach to balancing ‘employee rights’ with ‘organisational objectives. ' The majority of the respondents perceive that BSL has created policies and practices that prioritise fairness while also pursuing the bank's broader institutional goals, such as financial stability, regulatory compliance, and operational efficiency. ▪ Balancing Employee Rights: BSL strongly emphasises protecting employee rights, which is central to its human resource management practices. A significant portion of respondents indicated that the bank's policies around non-discrimination, equal opportunity, and employee welfare are well-communicated and consistently applied. Over 70% of respondents agreed or strongly agreed that H.R.BSL's HR policies are designed to protect employee rights effectively. The bank's commitment to fairness and transparency is evident in its handling of employee grievances, performance appraisals, and promotions. Respondents expressed confidence that their rights were safeguarded through structured policies that prioritise equal treatment, with several noting that BSL's promotion practices and compensation packages align with merit-based principles. This alignment ensures that employees feel secure and respected, thereby fostering a culture of trust and confidence. In addition, mechanisms such as feedback systems and grievance procedures ensure that employees have a voice within the organisation. Many International Journal of Management and Humanities (IJMH) ISSN: 2394-0913 (Online), Volume-12 Issue-2, October 2025 27 Retrieval Number: 100.1/ijmh.F178811060225 DOI: 10.35940/ijmh.F1788.12021025 Journal Website: www.ijmh.org Published By: Blue Eyes Intelligence Engineering & Sciences Publication (BEIESP) © Copyright: All rights reserved. respondents confirmed that ethical issues, such as workplace harassment, discrimination, and conflict resolution, are addressed "Often" or "Always" by HR management, indicating that employee concerns are taken seriously and resolved through transparent processes. ▪ Pursuing Organisational Objectives: At the same time, BSL recognises the need to meet its organisational objectives, which include financial stability, regulatory compliance, and operational efficiency. According to the survey results, most employees believe that the bank has successfully balanced these objectives with employee rights. Approximately 75% of respondents rated BSL as either "Successful" or "Very Successful" in striking this balance. The governance structures within BSL, including performance reviews, accountability systems, and regular audits, help ensure that employees' performance aligns with the bank's strategic goals. Respondents indicated that clear expectations are set for employees, and their contributions are regularly evaluated to ensure they meet organisational standards. This performance-driven culture helps the bank meet its objectives without compromising the rights and welfare of its employees. However, there is recognition that organisational goals sometimes take precedence over individual employee rights. Some respondents (around 25%) felt that organisational objectives, particularly financial targets, occasionally overshadow employee concerns. While most employees believe that the bank strives for balance, this suggests that there are instances where business imperatives may conflict with employee rights. ▪ Flexibility in H.R. Policies: One area of concern raised in the questionnaire was the flexibility of HR policies. Although a majority of respondents agreed that BSL's HR policies are flexible enough to ensure both employee satisfaction and the achievement of organisational goals, some indicated that more flexibility could further improve this balance. In particular, employees suggested that HR policies could be more adaptive to individual needs, especially in areas such as work-life balance and professional development opportunities. The Bank of Sierra Leone has succeeded mainly in balancing employee rights with its organisational objectives. The bank ensures that employees are treated fairly while pursuing its institutional goals through transparent HR policies, accountability mechanisms, and fair practices. However, there is room for improvement, particularly in enhancing policy flexibility and ensuring that organisational objectives do not overshadow employee welfare in some instances. This careful balance has helped BSL maintain a productive, engaged, and satisfied workforce. iii. What Improvements Can Be Made to Enhance Ethical HR Governance at the Bank of Sierra Leone? Based on an analysis of 85 completed questionnaires from Bank of Sierra Leone (BSL) staff, several key areas for improvement in ethical HR governance were identified. While BSL has established a strong foundation of fairness, transparency, and accountability, respondents highlighted opportunities to enhance these frameworks further to better align with both employees' needs and the bank's strategic goals. ▪ Increased Flexibility in H.R. Policies One of the most commonly suggested areas for improvement was the flexibility of HR policies. While the majority of respondents agreed that BSL's HR policies are generally effective, some felt that the policies could be more adaptive to changing employee needs. Specifically, employees suggested that greater flexibility in areas such as work-life balance, remote working options, and professional development could significantly enhance satisfaction and engagement. In today's evolving work environment, flexible HR policies are essential for meeting employees' personal and professional needs. This flexibility would improve work-life balance and help retain top talent by accommodating individual circumstances without compromising productivity. ▪ Strengthening Communication and Transparency Although BSL's HR policies are viewed positively, several respondents indicated that improving communication around policy changes and decision-making processes could enhance transparency. Some employees expressed a desire for more frequent and open communication from HR and management, particularly regarding policy changes that directly impact them, such as promotions, compensation adjustments, and disciplinary actions. By increasing transparency and ensuring that employees clearly understand the reasoning behind decisions, BSL can further build trust and foster a more inclusive workplace culture. ▪ Enhancing Employee Feedback Mechanisms Another key area for improvement is employee feedback mechanisms. While feedback systems are in place, some respondents felt that their voices were only sometimes heard, particularly in matters related to ethical issues, grievances, or HR policy suggestions. Improving these mechanisms by creating more formal channels for employee input, such as anonymous surveys or dedicated discussion forums, would ensure that employees feel their concerns are being addressed. Additionally, regularly reviewing and acting on this feedback would demonstrate BSL's commitment to maintaining an ethical work environment that prioritises employee rights and well-being. ▪ Increased Focus on Professional Development and Career Growth Several respondents expressed a desire for ‘more structured professional development opportunities and clearer pathways for career advancement. While the bank is seen as providing a fair and transparent promotion process, employees believe that offering more opportunities for skills training, mentorship programs, and leadership development would support career growth. This approach aligns with the bank's long-term objectives by developing a more skilled and motivated workforce. This would also help retain highperforming employees and ensure long-term organisational success. ▪ Strengthening Ethical Accountability While accountability mechanisms at BSL are viewed as effective, there were suggestions for ‘enhancing the enforcement of ethical standards, particularly at the management level’. Some