مقاله انگلیسی مدیریت منابع انسانی جامع در روابط اشتغال فریلنسر
Abstract
Introduction
Method
Discussion
Furture research and limitations
Practtical implications
Acknowledgements
References
Abstract
This study aimed to advance our understanding of inclusive human resource management (HRM) in freelance employment. We examined organizational needs and freelancers' psychological contracts with a qualitative interview study among eight dyads of HR managers and freelancers. Although the findings showed that organisations and freelancers have different interests, both parties agreed on what inclusive HRM entails in freelancers' employment relationships. However, within the dyads, the content of the psychological contract was not always viewed the same by HR managers and freelancers. Hence, negotiating mutual expectations when implementing inclusive HRM to avoid psychological contract breach appeared important. Furthermore, organizational needs did not seem to be considered when designing inclusive HRM. Due to this lack of strategic fit, organisations may waste opportunities of tapping into the full potential of hiring freelancers. The findings provideorganisations insight in considering freelancers as potential sources of competitive advantage.
INTRODUCTION
Increasing numbers of organisations work with freelancers, which are solo self-employed individuals who are neither employers nor employees, and mainly sell their services to organisations on a temporary basis (Burke, 2015). Particularly freelancers operating as experts in knowledge-intensive jobs represent the fastest-growing group (Kozica et al., 2014). This results in more flexible and fragmented workforces (Atkinson, 1984; Burke & Cowling, 2019), which brings new challenges for human resource management (hereafter referred to as HRM) in freelancers' employment relationships (Cross & Swart, 2021; Kost et al., 2020). Organisations and freelancers have distinct interests to start the employment relationship (Burke & Cowling, 2019; Wynn, 2015). Organisations often choose to hire freelancers to either supplement or complement their workforce (Burke & Cowling, 2019). This is reflected in the ambiguous position freelancers have in Atkinson’s (1984) Flexible Firm Model. On the one hand, freelancers embody high levels of expertise that is often found in the traditional core workforce of organisations (Atkinson, 1984; Kozica et al., 2014).