Attuned HRM Systems for Social Enterprises

Silvia Dorado (), Ying Chen (), Andrea M. Prado () and Virginia Simon ()
Additional contact information
Silvia Dorado: UMass
Ying Chen: University of Rhode Island
Andrea M. Prado: INCAE Business School
Virginia Simon: Universidad de Valencia

Journal of Business Ethics, 2022, vol. 178, issue 3, No 14, 829-848

Abstract: 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 identification 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-identification 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) fit. 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.

Keywords: Social enterprises; Person-organization fit; Human resource management; Retention in mission-driven organizations (search for similar items in EconPapers)
Date: 2022
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Citations: View citations in EconPapers (4)

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DOI: 10.1007/s10551-021-04821-4

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