Abstract
The majority of the extant research on human resource management (HRM)
draws conclusions based on evidence from for‐profit organizations. In
response to calls for the exploration of HRM in different contexts, this
study focuses on understanding HRM in the context of social
enterprises. The unique context of social enterprises and their unique
workforce raise questions about the direct applicability of frameworks
developed from examining HRM in for‐profit organizations. The narratives
provided by 20 CEOs, HR directors, and managers of social enterprises
in the United Kingdom highlight the importance of “ethics of care” as
the core of the HRM‐related decisions in the “third sector.” In
addition, we identify five distinct workforce categories and propose a
typology of differentiated HRM systems that enable social enterprises to
achieve their dual mission. Finally, we propose a “virtuous circle”
model, highlighting “ethics of care” as the main driver for
organizational outcomes, using differentiated HRM systems that better
serve their needs.
Original language | English |
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Pages (from-to) | 401-421 |
Journal | Human Resource Management |
Volume | 59 |
Issue number | 5 |
Early online date | 28 Nov 2019 |
DOIs | |
Publication status | Published - Oct 2020 |
Keywords
- Differentiated workforce
- HRM systems
- Social enterprises
- Ethics of care