Paradoxes from the individualization of human resource management: The case of telework [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 62 (1):13 - 24 (2005)
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.
|Keywords||flexibility human resource management ICT individualization organization telework work|
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References found in this work BETA
Anthony Giddens (1990). The Consequences of Modernity. Monograph Collection (Matt - Pseudo).
Citations of this work BETA
Lonnie Golden (2009). A Brief History of Long Work Time and the Contemporary Sources of Overwork. Journal of Business Ethics 84 (2):217 - 227.
Joe O'Mahoney (2011). Advisory Anxieties: Ethical Individualisation in the UK Consulting Industry. [REVIEW] Journal of Business Ethics 104 (1):101-113.
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