Human Resource Management Practice in The Context Of Changing Employment Law
Extended abstract and preparation for method development
At the core of the academic and professional discipline known as Human Resources Management lies an assumption: that an
organization can make heterogeneous choices with regards to whom they employ and how, which have the potential to make
a contribution to its competitive advantage. While such an outcome is on the surface positive for various stakeholders in an
organisation, there are configurations of HRM which have the potential to disadvantage a large percentage of the workforce.
As a well understood pitfall of capitalism, legislation and regulation of employment have been a common feature of every
major economy for several hundred years. This being said, many other factors influence HRM decisions within an
organization, and among these employment legislation is probably the slowest to change and possibly the most significant
force for homogeny. This begs the question, to what extent is legislation a factor in the HRM choices made in organisations?
Further, in a context of more rapidly changing legislation, is there a similar increase in its importance when HRM decisions