Relationship oriented HR practices and organizational social responsiveness as a long-term growth strategy: resource based perspective of HRM
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Glynnis Tan
College:
College of Business and Public Management
Major:
Global Business
Faculty Research Advisor(s):
Shanggeun Rhee
Abstract:
Business organizations view meeting the expectations of the government, society, and local communities as essential to their long-term existence. These organizations have been impacted, either directly or indirectly, by movements including DEI, Black Lives Matter, LGBTQ rights, green management, ESG, CSR, community services, and economic development. This impact can be demonstrated by offering goods and services associated with these movements or addressing them to improve their reputation. The consensus is that businesses who answer these calls profit more often than those who don't. Top-down and bottom-up strategies are the two basic methods to address these problems. This study argues that an organized approach mandated exclusively by upper management is less durable than the organic, slow growth of organizational capabilities in addressing these problems. When HRM strategies stress developing relationships with corporate members, they can be essential in constructing this managerial competence. By pinpointing particular HRM procedures that promote a collaborative and relational environment within the company, we contend that when these methods are applied to employees, they will acquire qualities consistent with effectively meeting the needs of the broader society.