Department of Human Resource Studies, School of Social and Behavioural Sciences, Tilburg University, Tilburg, The Netherlands.
Healthy Living, Netherlands Organisation for Applied Scientific Research (TNO), Leiden, The Netherlands.
Work. 2024;79(1):177-190. doi: 10.3233/WOR-230314.
Despite the societal importance to improve understanding of the role of employers in the inclusion of workers with a distance to the labor market, scant knowledge is available on the effectiveness of human resource management (HRM) bundles for the inclusion of vulnerable workers.
This paper studies which HRM bundles are applied by employers that hired people with a distance to the labor market, and to what extent these different bundles of HRM practices are related to employment of workers with specific vulnerabilities, such as people with disabilities or people with a migration background.
A latent class analysis of 1,665 inclusive employers was used to identify HRM bundles based on seven HRM practices: financial support practices, specialized recruitment, promotion and career opportunities, training opportunities, part-time work, job crafting, and adaptations to the workplace.
Six bundles were identified: a recruitment and development bundle (34.4% of employers), a development bundle (24.8%), maintenance-focused practices (16.5%), a recruitment bundle (9.4%), a sustainable employment bundle (8.9%), and passive HRM (6.0%). Post-hoc analyses showed the probability of hiring specific vulnerable groups for each bundle (e.g., sustainable employment bundles showed the highest overall probability to hire people with a physical disability).
Nuancing what is suggested in strategic HRM literature, we conclude that both extensive HRM and focused HRM bundles can be successful for the employment of vulnerable workers. In conclusion, there is no one-size-fits-all approach to inclusive employment and employers, large or small, can tailor their HRM systems to include vulnerable workers.
尽管提高雇主在将劳动力市场距离较远的工人纳入劳动力市场方面的作用的重要性不言而喻，但关于人力资源管理（HRM）实践的综合应用对于纳入弱势群体工人的有效性的知识却很少。
本文研究了雇主招聘劳动力市场距离较远的工人时应用了哪些人力资源管理实践综合包，以及这些不同的人力资源管理实践综合包与特定弱势群体工人的就业情况有何关联，例如残疾工人或移民背景工人。
对 1665 名包容性雇主进行潜在类别分析，基于七种人力资源管理实践确定人力资源管理实践综合包：财务支持实践、专门招聘、晋升和职业机会、培训机会、兼职工作、工作重塑和工作场所调整。
确定了六个实践综合包：招聘和发展综合包（34.4%的雇主）、发展综合包（24.8%）、以维护为重点的实践综合包（16.5%）、招聘综合包（9.4%）、可持续就业综合包（8.9%）和被动人力资源管理综合包（6.0%）。事后分析显示了每个综合包招聘特定弱势群体的概率（例如，可持续就业综合包招聘身体残疾工人的总体概率最高）。
根据战略人力资源管理文献的建议进行细微调整，我们得出结论，广泛的人力资源管理和有针对性的人力资源管理综合包都可以成功地用于招聘弱势群体工人。因此，包容性就业没有一刀切的方法，无论是大型还是小型雇主都可以根据自己的需要调整人力资源管理系统以纳入弱势群体工人。
