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A Sustainability Perspective on Flexible HRM: How to Cope with Paradoxes of Contingent Work

Author

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  • Kozica, Arjan
  • Kaiser, Stephan

Abstract

Based on a sustainability perspective we offer a research framework that allows discussion of the relationship between positive and negative effects of flexible HRM. Sustainability, as an umbrella concept, aims to integrate three perspectives: economy, ecology and society. The relationships between these perspectives are characterized by paradoxical tensions. Following Ehnerts’ approach of “Sustainable HRM”, we use coping strategies from paradox theory in order to discuss paradoxical tensions within research findings on flexible HRM. We conclude that the adapted usage of Sustainable HRM offers a starting point for more sophisticated research into the relationship between the positive and negative effects of flexible HRM.

Suggested Citation

  • Kozica, Arjan & Kaiser, Stephan, 2012. "A Sustainability Perspective on Flexible HRM: How to Cope with Paradoxes of Contingent Work," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 23(3), pages 239-261.
    • Handle: RePEc:rai:mamere:1861-9908_mrev_2012_3_kozica
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    Citations

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    Cited by:

    1. Adriana AnaMaria Davidescu & Simona-Andreea Apostu & Andreea Paul & Ionut Casuneanu, 2020. "Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management," Sustainability, MDPI, vol. 12(15), pages 1-53, July.
    2. Michael Kozak, 2018. "Conceptualizing Employer Branding: Is the Whole More than the Sum of Its Parts? Case Study-Based Evidence from Thailand," International Journal of Business and Administrative Studies, Professor Dr. Bahaudin G. Mujtaba, vol. 4(5), pages 197-207.
    3. Živilė Stankevičiūtė & Asta Savanevičienė, 2018. "Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations," Sustainability, MDPI, vol. 10(12), pages 1-31, November.
    4. Živilė Stankevičiūtė & Asta Savanevičienė, 2018. "Designing Sustainable HRM: The Core Characteristics of Emerging Field," Sustainability, MDPI, vol. 10(12), pages 1-23, December.
    5. Jari J. Hakanen & Annina Ropponen & Hans De Witte & Wilmar B. Schaufeli, 2019. "Testing Demands and Resources as Determinants of Vitality among Different Employment Contract Groups. A Study in 30 European Countries," IJERPH, MDPI, vol. 16(24), pages 1-17, December.
    6. Kraus, Hans, 2013. "Big Data: Einsatzfelder und Herausforderungen," Arbeitspapiere der FOM 41, FOM Hochschule für Oekonomie & Management.
    7. Muhammad Mohiuddin & Elahe Hosseini & Sedigheh Bagheri Faradonbeh & Mehdi Sabokro, 2022. "Achieving Human Resource Management Sustainability in Universities," IJERPH, MDPI, vol. 19(2), pages 1-19, January.

    More about this item

    Keywords

    flexible HRM; flexibility; Sustainable HRM; sustainability;
    All these keywords.

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • J21 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Labor Force and Employment, Size, and Structure
    • J50 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - General

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