Beschreibung
In recent years, under the heading “business orientation”, “strategic partnering” or “human resource management”, approaches have been promoted that stress market and modern-bureaucratic principles to managing people. While previous research has shown the increasing relevance of business orientation among HR professionals, neither the content of business orientation nor its consequences for the performance of HR objectives have been well understood. A closer look is needed because the implications of business orientation for the treatment of the workforce are controversially debated among HR scholars, especially with regards to its proposed short-termism and its focus on economic objectives. This paper provides a conceptual framework for studying business orientation and its possible consequences. Building on the sociological economies of worth approach (Boltanski & Thévenot, 2006) we conceptualize business orientation as a compromise between market and modern-bureaucratic rationality. We identify three HR objectives: (1) service delivery, (3) cultural integration of the organization and (3) welfare provision and discuss how different manifestations of business orientation affect priority setting among these objectives and the carrying-out of each objective in regards to efficiency, addressees and change dynamics in different institutional settings. In doing so, we seek to develop the neglected comparative perspective on consequences of business orientation, that takes into account the various contents of business orientation as well as the varying scope of HR representatives in affecting HR decisions.| Zeitraum | 30 März 2009 → 31 März 2009 |
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| Ereignistitel | British Academy of Management Special Interest Group Workshop |
| Veranstaltungstyp | Keine Angaben |
| Bekanntheitsgrad | International |