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Title: Een inclusieve arbeidsmarkt. (hoe) pakken HRM-professionals deze uitdaging aan?
Authors: Amory, PLM
Keywords: sustainable HRM
coping mechanisms
inclusive labour market
Issue Date: 21-Jul-2016
Publisher: Open Universiteit Nederland
Abstract: Titel. An inclusive labour market: (how) do HRM-professionals address this challenge? Introduction. The workforce in the Netherlands will be tighter. Policy and legislation are therefore aimed at increasing employment. Thereby the workforce is diverse. In addition, there is a variation in workers needs. A shift in the balance between work and private life is obvious. In contrast, employers demands have become increasingly higher. It is believed that tensions between a diverse workforce and demanding employers. The central question of this study is: what type of dilemmas do HRM-professionals experience (or expect) in the transition to a sustainable ‘inclusive organization’, which allows for a workforce with diverse skills and needs and how do they cope with these dilemmas? Theoretical background. The research field ‘sustainable HRM’ focusses on the interaction between HRM and its context from a sustainable point of view. Inclusive HRM could be considered as a sustainable approach. Sustainable HRM-goals may conflict with other organizational goals. The so-called "paradox theory" provides a constructive approach to possible tensions: by merging opposites, one can come up with innovative solutions to organizational issues. Types of paradoxes and coping mechanisms are explored in this study. Method. A qualitative multiple case study is conducted, based on three semi-structured interviews with HRM-professionals working in the public sector, the financial sector and the technical sector. Propositions about types of paradoxes and coping mechanisms from the literature are tested and also new insights are explored. Results. One HRM-professional experiences an explicit need to transform to a sustainable 'inclusive’ organization. This professional experiences paradoxes during this transition, namely paradoxes of 'organizing' (complex functions versus a diverse workforce) and 'identity' (the values of subgroups versus the entire organization, as a result of a diverse workforce). Furthermore, all HRM-professionals experience context-specific obstacles related to inclusive HRM. They cope actively with paradoxes and obstacles and overall there is a focus on the structural integration of 'inclusive HRM aspects' in the existing HRM policy. Conclusion and discussion. The overall encountered human-oriented and future-proof approach to HRM can not be seen as a coherent response to the increasing diversity of the labor supply. Based on this study, the reason for a sustainable approach of HRM is a reaction to divergent developments in the dynamic internal and external context of HRM. This study provides insights in the way HRM-professionals approach sustainable, inclusive HRM, particularly in terms of motives, paradoxes, obstacles and coping mechanisms. This limited qualitative research could be extended. Other sectors could be involved in future research. The approach could be broadened to the dynamics of the internal en external HRM context that lead HRM professionals to a more human-oriented and future-proof (and hence sustainable and inclusive) approach of HRM. Research with an exploratory character of how HRM professionals deal with diverse issues in this context seems complementary, because they apparently do not only think in terms of paradoxes.
Appears in Collections:MSc Management Science

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