The Good, the not so Bad, and the Ugly of Competitive Human Resource Practices: A Multidisciplinary Conceptual Framework
Journal
Group & Organization management
ISSN
1059-6011
ISSN-Digital
1552-3993
Type
journal article
Date Issued
2017
Author(s)
Abstract
Human resource (HR) practices used to inject internal competition into
the workplace are the subject of heated debates in business practice; this is however not the case in the field of human resource management (HRM)research. In this article, we first augment previous research in the field to offer an initial conceptualization of competitive HR practices. We then develop a conceptual framework that explains the processes and conditions that drive and determine the impact of competitive HR practices on employees at work. Blending insights from social comparison theory and uncertainty research, we theorize a set of conditions that specify when competitive HR practices unfold their “dark” side, and when the “not so bad” or even “a good side” of competitive HR practices might emerge.
the workplace are the subject of heated debates in business practice; this is however not the case in the field of human resource management (HRM)research. In this article, we first augment previous research in the field to offer an initial conceptualization of competitive HR practices. We then develop a conceptual framework that explains the processes and conditions that drive and determine the impact of competitive HR practices on employees at work. Blending insights from social comparison theory and uncertainty research, we theorize a set of conditions that specify when competitive HR practices unfold their “dark” side, and when the “not so bad” or even “a good side” of competitive HR practices might emerge.
Language
English
Keywords
human resource practices
employee competition
upward social comparison
envy
inspiration
HSG Classification
contribution to scientific community
Refereed
Yes
Publisher
Sage
Publisher place
Thousand Oaks, Calif. [u.a.]
Volume
42
Number
5
Start page
1
End page
40
Pages
40
Subject(s)
Division(s)
Eprints ID
251532