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tiveness (Winstanley and Woodall, 2002).

In the article of 'Strategic Human Resource Management as Ethical Stewardship', the authors including Cardwell, Truong, Linh as well as Tuan (2010) pointed out some companies took the management style of 'servant' in HRM and the servant leadership are at the heart of ethical stewardship. The employees do not have an equal status relative to their managers and they are just the servants to the managers and under this circumstance, their motivation would be lowed (Cardwell, Truong, Linh as well as Tuan, 2010).

In the article of 'Ethical Standards for Human Resource Management Professionals: A Comparative Analysis of Five Major Codes', Wiley (2000) stated that the human resource managers in good ethics could improve the employees' integrity and proficiency to their job and confidentiality to the secrets of their own company.

From the above mentioned articles, it can be seen that ethics is playing an important and special role in human resource management and arousing employees' work motivation. In one word, good ethics can encourage employee motivation. However, there are also some scholars who think that ethics have no relation with employee motivation.

4. Ethics in HRM have no Relation with Employee Motivation according to other Scholars
Some authors disagree with the above mentioned opinions and as far as they are concerned that every person is rational and their every decision should be in accordance with their interests, especially their economic interests. In their opinion, there is no relation between ethics in HRM and employee motivation.

Taylor, the father of Scientific, proposed a management style of 'the carrot and stick' (Robbins, 2008). In his opinion, everyone was considered to be an economic person or materialistic person, and the companies only carry out economic incentives to arouse their working motivation (Robbins, 2008). Meanwhile, Taylor also had the opinion that the leaders should adopt some mandatory supervising and punishment and only by this, the employees can make some efforts to achieve companies' objectives (Robbins, 2008). Therefore, what the managers only can do to arouse employees' motivation is to give them more salary. From Taylor's opinion, it can be concluded that according to him, there is no relation between ethics in HRM and employee motivation.

Some modern scholars totally agree with Taylor's opinion, such as Ebrahimi, Petrick and Young. In the article of 'Managerial Role Motivation and Role-related Ethical Orientation in Hong Kong (2005)', they stated that the relationship between managers is competitive and every one wants to win in the competition. In the process of arousing employees' motivation and retaining, managers make every effort to achieve their purposes regardless of whether their behavior is against the ethics or not (Ebrahimi, Petrick and Young, 2005). According to their opinion, there is no relation between good ethics in HRM and employee motivation.

In the article of 'Human Resource Management and Volunteer Motivation', the author Blank (2012) stated that in order to arouse employee motivation, the managers could adopt feasible working method to make every employee learn about the company's objectives and how they can achieve the companies' objectives, especially to empower some employees. Only by this, the employees can be motivated