ABSTRACT
There has been growing interest in work on ethics and values in human resource development (Beattie and McDougall 2000; McLagan 1989; Hatcher 2002). Recently more attention has been directed towards human resource development consultants, and how they work (see, for example, Aragon and Hatcher 2001; Woodall and Douglas 2000). The research reported here explores the work of human resource consultants in the underresearched UK not-for-profit (NFP) sector, focusing particularly on their values and how they are put into practice through their work. It is not just in HRD that the NFP sector is neglected, it is also notably absent from leading texts on managing values in organizations (such as McEwan 2001; Fisher and Lovell 2003).
