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Attuned HRM Systems for Social Enterprises

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Attuned HRM Systems for Social Enterprises

dc.contributor.author	Dorado, Silvia
dc.contributor.author	Chen, Ying
dc.contributor.author	Prado, Andrea M.
dc.contributor.author	Simón Moya, Virginia
dc.date.accessioned	2022-05-23T13:45:02Z
dc.date.available	2022-05-23T13:45:02Z
dc.date.issued	2021
dc.identifier.citation	Dorado, Silvia Chen, Ying Prado, Andrea M. Simón Moya, Virginia 2021 Attuned HRM Systems for Social Enterprises Journal of Business Ethics 1 20
dc.identifier.uri	https://hdl.handle.net/10550/82956
dc.description.abstract	This paper is motivated by a puzzling observation made when conducting a case study of ProCredit (PC), a well-known social bank. The HR practices that this social enterprise (SE) adopted to cultivate mission identifcation were unfavorably impacting its retention rate. Building on prior research and our analysis of the case, we argue the need for SEs to embrace HRM systems that are both mission-identifcation proactive and employee-retention preemptive. It theorizes that these HRM systems should be attuned to the labor market conditions (e.g., market segmentation and competition for employees) that frame how SEs develop and sustain Person-Organization (P-O) ft. Attuned HRM systems are adapted to labor market conditions and tuned to support SEs' adeptness to operate against the grain of country and industry norms.
dc.language.iso	eng
dc.relation.ispartof	Journal of Business Ethics, 2021, p. 1-20
dc.subject	Bancs hipotecaris
dc.subject	Economia social
dc.title	Attuned HRM Systems for Social Enterprises
dc.type	journal article	es_ES
dc.date.updated	2022-05-23T13:45:02Z
dc.identifier.doi	10.1007/s10551-021-04821-4
dc.identifier.idgrec	153715
dc.rights.accessRights	open access	es_ES