HRM and disenfranchisement: Working beyond organizational boundaries to tackle societal barriers |
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| Affiliation: | 1. Bucknell University, Freeman College of Management, Department of Management and Organizations, Lewisburg, PA 17837, United States of America;2. HR Program Director and Professor of Management, Western Michigan University, Haworth College of Business, Department of Management, Kalamazoo, MI 49008, United States of America;1. University of the Bundeswehr Munich, School of Economics and Management, Chair for Human Resources Management and Organization, Werner-Heisenberg-Weg 39, Neubiberg 85579, Germany;2. WU-Vienna University of Economics and Business, Department of Management, Interdisciplinary Institute for Management and Organisational Behavior, Welthandelsplatz 1, Vienna 1020, Austria;1. Vrije Universiteit Amsterdam, De Boelelaan 1105, 1081 HV Amsterdam, Netherlands;2. Bar-Ilan University, Ramat-Gan 5290002, Israel;3. Oakland University, 318 Meadow Brook Rd, Rochester, MI 48309, United States;4. University of Exeter, Rennes Dr, Exeter EX4 4PU, United Kingdom;1. Psychological Sciences Research Institute, UCLouvain, Louvain-la-Neuve, Belgium;2. Research Center in Vocational Psychology and Career Counseling, Institute of Psychology, Université de Lausanne, Lausanne, Switzerland;3. Division of Research and Innovation, University of Applied Sciences and Arts Western Switzerland, Delémont, Switzerland;4. Laboratoire de Psychologie et d’Ergonomie Appliquées (LaPEA), Université Paris Cité and Université Gustave Eiffel, Boulogne-Billancourt, France;1. NUST Business School, National University of Sciences and Technology (NUST), H-12, Islamabad, Pakistan;2. College of Business Administration, University of Sharjah, Sharjah, United Arab Emirates, |
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| Abstract: | From a practical perspective, employers have the potential to serve as an important societal mechanism for tackling grand challenges like disenfranchisement because they wield significant financial, social, human, and political capital. We posit that they may also have an obligation to take positive action to help solve issues in the community in which they operate. One of the main ways in which employers interact with society is through the labor market, as represented by the human resource management (HRM) function. We believe that HRM has significant capacity for addressing disenfranchisement beyond the boundaries of the organization through both functional and normative policies and programs. Based on recent ethics-HRM scholarship, we go beyond the typical business case approach to present a moral argument based in utilitarian and universal theoretical perspectives for why employers should seek to mitigate the impact of George et al.'s (2016) four societal barriers that lead to disenfranchisement. We build a 2 × 3 matrix model based on HRM's societal support role (Podgorodnichenko, Edgar, & McAndrew, 2020), as well as pictorial models, that provides practical recommendations related to the HRM responsibility areas of staffing, compensation, and training and development designed to prevent disenfranchisement. |
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