Seven Moralities of Human Resource Management moves the key contours of an earlier book, Seven Management Moralities (2012), forward to a new field. However, it does not seek to "reinvent the wheel".¹ Since the basic structure and conceptual framework of the present book closely follow that presented in Seven Management Moralities, providing a substantial introduction to Lawrence Kohlberg's model of morality, it carries forward these introductory explanations as well as the previous framework.² At the same time, this book is designed to apply an established framework to human resource management (HRM), viewed as "the human side of the enterprise" (McGregor 1960 & 2006). Nevertheless, in contrast to Seven Management Moralities, it does not focus on general management but on an organisational sub-field. As a consequence, it is structured in such a way that it reflects on key HRM themes such as recruitment and selection, performance management, occupational health and safety, employment relations, rewards, and remuneration.