Paradoxes from the Individualization of Human Resource Management: The Case of Telework |
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Authors: | Email author" target="_blank">Laurent?TaskinEmail author Valérie?Devos |
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Institution: | (1) Louvain School of Management (IAG), Université catholique de Louvain, Place des Doyes 1, Louvain-la-Neuve, 1348, Belgium |
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Abstract: | In the context of change to the “new modernity” described in Beck’s work, companies develop management modes and methods that
focus more and more on individuals. Constitutive of the individualization process, human resources practices have become ambivalent
as the process itself. This contribution examines how a managerial and organizational innovation as telework contributes to
the process of individualization, and the paradoxes it addresses to management. At the interface of the social and the technical,
teleworking appears as a flexible arrangement, meeting employees’ and employer’s demands – which is a characteristic of the
process of individualization – by simultaneously fragmenting collectivity, exposing individuals to social risk, and producing
exclusion. The authors focus on two consecutive paradoxes of such individualized managerial practices: the individual–collective
dilemma and the autonomy–control paradox. Finally, the paper reveals HRM as a new institution of individualization in a world
where regulation functions are more and more transferred to individuals themselves. |
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Keywords: | flexibility human resource management ICT individualization organization telework work |
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