دانلود مقاله مدیریت منابع انسانی پایدار و نابرابری مبتنی بر طبقات
خلاصه
مقدمه
نابرابری مبتنی بر طبقات تعریف شده است
کدام شیوه های رایج مدیریت منابع انسانی نابرابری مبتنی بر طبقات را بازتولید می کنند و چگونه؟
توصیه هایی برای جامعه مدیریت منابع انسانی پایدار
نتیجه گیری
توجه داشته باشید
منابع
Abstract
Introduction
Class-based inequality defined
Which common HRM practices reproduce class-based inequality, and how?
Recommendations for the sustainable HRM community
Conclusions
Note
References
چکیده
هدف - این مقاله به این نکته اشاره می‌کند که تحقیقات و عملکرد رایج مدیریت منابع انسانی (HRM) طبقه منشاء کارمند را نادیده گرفته است. طبقه منشأ کارگران را می توان به عنوان "فیل در اتاق" در HRM فعلی دید، زیرا به طور قابل توجهی بر تصمیم گیری سازمانی با منفی اجتماعی (افزایش نابرابری مبتنی بر طبقات) و سازمانی (تخصیص ناکارآمد منابع انسانی) تأثیر می گذارد. اثرات
طراحی/روش‌شناسی/رویکرد – این مقاله ادبیات جزئی، پراکنده و چند رشته‌ای در مورد مدیریت منابع انسانی و طبقه اجتماعی منشاء کارکنان را خلاصه می‌کند.
یافته‌ها - این مقاله نشان می‌دهد که چگونه شیوه‌های استخدام، انتخاب، آموزش و توسعه به طور سیستماتیک نابرابری مبتنی بر طبقات را با ارائه منابع و فرصت‌های بیشتر به کارکنان طبقه بالا در مقایسه با کارکنان طبقه پایین، تقویت می‌کنند.
پیامدهای عملی - این مقاله توصیه هایی را در مورد نحوه رسیدگی به طبقه اجتماعی منشاء کارکنان، بهبود مزیت رقابتی سازمانی و کاهش نابرابری مبتنی بر طبقات در سطح اجتماعی، به پزشکان، مربیان و محققان منابع انسانی پایدار ارائه می دهد.
اصالت/ارزش – این مقاله بر موضوعی تمرکز دارد که در مدیریت تنوع، یک فیل در اتاق است (یعنی طبقه اجتماعی منشاء کارگران).
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
Purpose
This paper points out that common human resource manageement (HRM) research and practice have overlooked employee's class of origin. Workers' class of origin can be seen as “the elephant in the room” in current HRM, being that it significantly affects organizational decision-making with negative social (increased class-based inequality) and organizational (inefficient allocation of human re-sources) effects.
Design/methodology/approach
The paper summarizes the partial, fragmented and multi-disciplinary literature on HRM and employees’ social class of origin.
Findings
The paper shows how recruiting, selection, training and development practices systematically reinforce class-based inequality by providing high-class employees with more resources and opportunities compared to low-class employees.
Practical implications
The paper provides sustainable HR practitioners, educators and researchers with recommendations on how to address employees' social class of origin, improving organizational competitive advantage and reducing class-based inequality at the societal level.
Originality/value
The paper focuses on a topic which, in diversity management, is an elephant in the room (i.e. workers social class of origin).
Introduction
In modern societies, individuals’ position in a social hierarchy is supposed to depend only on their merit and not on ascribed characteristics (Bell, 1973). Common human resource manageement (HRM) research and practice have supported this shift from ascription to merit; diversity management, in particular, aims at avoiding bias and discrimination against employees based on visible and invisible ascribed characteristics like gender, age, race, physical ability/disability, religion, sexual orientation or gender identity (e.g. K€ollen, 2021).
Social stratification research provides extensive empirical evidence that individuals’ class of origin has a substantial and stable effect on occupational careers, above and beyond other ascribed characteristics, as well as merit-related variables such as education level (Goldthorpe, 2003). However, several scholars have recognized that common HRM practice tends to ignore an employee’s class of origin (e.g. Bidwellet al., 2013; Cobb, 2016; Dundon and Rafferty, 2018; Grothe-Hammer and Kohl, 2020; Jonsen et al., 2011), even when considering diversity management practices (Jonsen et al., 2021; Ricco and Guerci, 2014). For example, a recent analysis of DiversityInc’s 2019 list of 50 companies shows that “not a single company statement referred to social class” (Ingram and Oh, 2022, p. 6). Likewise, employees’ class of origin is rarely considered in common HRM research (Loignon and Woehr, 2018). As such, HRM practice contributes to the reproduction of class-based inequality in the workplace (van Dijk et al., 2020; Avent-Holt and Tomaskovic-Devey, 2019), e.g. in terms of the “class ceiling” (Ingram and Oh, 2022).
Conclusions
This paper is a first attempt to render sustainable HRM practice, education and research sensitive to the concept of class-based inequality. Neglecting class-based inequalities does not only make organizations inequality reproducers, with negative effects on their social legitimacy; it also jeopardizes organizational performance, in particular through inefficient staff deployment and/or negative attitudes and behaviors of low-class employees due to discrimination and unequal treatment. We have shown how common HRM practices like recruitment and selection, as well as training and development, directly influence the social mobility of employees and thereby contribute to social inequality. Building on these analyses, we have provided the sustainable HRM community with some recommendations on how to avoid class-based inequality. We have also made some suggestions as to how future sustainable HRM studies can support such efforts.