Contemporary analyses of the model employer: is there a new ideal ?

Research output: Contribution to journalArticle

Abstract

A singular ideal of the model employer can be seen to have shaped Human Resource Management (HRM), in the Anglo-American social and organisational contexts, in the past. In a period of change, and new conditions, redefinitions of what makes a model employer are prompting contemporary studies. Whether these identify a new ideal or not is the issue. On the one hand, these do have elements of a common agenda of concerns, suggesting a new ideal for employers to attain. But they also have differences, with competing or contradictory emphases in defining what a model employer is, and what HRM involves. A review of the factors associated with being a ''model employer'' is presented. This suggests tensions between a socially oriented and an organisationally oriented understanding of change in HRM. The theoretical framework of Social Construction is suggested as a way of understanding and engaging with these tensions as new models of good employers are evolved.
Original languageEnglish
Pages (from-to)288-296
Number of pages9
JournalInternational Journal of Human Resources Development and Management
Volume4
Issue number3
DOIs
Publication statusPublished - 2004
Externally publishedYes

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Employers
Human resource management
Social context
Social construction
Agenda
Factors
Theoretical framework
Organizational context

Keywords

  • HRM
  • model employers
  • new deal
  • theory
  • human resource management
  • social construction

Cite this

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abstract = "A singular ideal of the model employer can be seen to have shaped Human Resource Management (HRM), in the Anglo-American social and organisational contexts, in the past. In a period of change, and new conditions, redefinitions of what makes a model employer are prompting contemporary studies. Whether these identify a new ideal or not is the issue. On the one hand, these do have elements of a common agenda of concerns, suggesting a new ideal for employers to attain. But they also have differences, with competing or contradictory emphases in defining what a model employer is, and what HRM involves. A review of the factors associated with being a ''model employer'' is presented. This suggests tensions between a socially oriented and an organisationally oriented understanding of change in HRM. The theoretical framework of Social Construction is suggested as a way of understanding and engaging with these tensions as new models of good employers are evolved.",
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