Balancing performance, accountability and equity in stakeholder relationships: towards more socially responsible HR practice

John Simmons

Corporate Social Responsibility and Environmental Management, 2003, vol. 10, issue 3, 129-140

Abstract: The paper uses stakeholder analysis to examine issues of performance, accountability and equity in organizations; and to identify implications for more socially responsible HR practice. Its theme is that effective governance can be reconciled with social responsibility, and that incorporating stakeholder views in HR systems enhances organization performance and commitment. A performance management case study confirms the importance of incorporating stakeholder views when HR systems are designed or modified, and the implications for employee commitment and organizational justice if they are ignored. A ‘stakeholder systems’ model of performance management is offered as a means of developing robust and ethical HR systems. This delineates design, operation and evaluation stages, relates these to issues of accountability and organizational justice and suggests measures for assessing system effectiveness. Conclusions are related to research and practitioner agendas regarding stakeholder (and especially employee) ‘voice’. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment.

Date: 2003
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Persistent link: https://EconPapers.repec.org/RePEc:wly:corsem:v:10:y:2003:i:3:p:129-140

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