Conceptualizing human resource management in the gig economy

The gig economy, characterized by short-term contracts and freelance work, has significantly altered traditional employment models. This shift poses unique challenges and opportunities for Human Resource Management (HRM). As the gig economy grows, understanding the role of HRM in managing gig workers becomes crucial, particularly in terms of employee engagement, motivation, and retention. This research aims to explore the role of HRM practices in the gig economy, focusing on how HRM can effectively manage and support gig workers to enhance organizational performance and worker satisfaction. A comprehensive mixed-method approach was meticulously employed, integrating both quantitative and qualitative techniques to thoroughly assess the role of HRM in the gig economy. The quantitative component involved a structured survey distributed to 250 HR professionals across various industries, with an impressive response rate of 78% (195 respondents). The survey focused on HRM practices such as recruitment (30% of questions), performance management (25%), training (20%), and development (25%). In parallel, qualitative semi-structured interviews were conducted with 40 gig workers from diverse sectors, representing a 10% sampling from the total pool of respondents who participated in the survey. The study utilized SPSS software for quantitative analysis, focusing on multiple regression and factor analysis techniques.These interviews were designed to inclusively explore the gig workers' experiences and expectations regarding HRM practices, providing nuanced insights that complemented the survey data. The quantitative analysis revealed that 68% of HR professionals reported incorporating flexible recruitment strategies tailored to gig workers, with 54% emphasizing performance management systems adapted for short-term contracts. Training and development were less frequently addressed, with only 45% and 38% of respondents indicating specific programs for gig workers.Qualitative interviews further illuminated these findings, with gig workers expressing a strong preference for more inclusive training opportunities (70% of interviewees) and transparent performance management systems (65%). Many gig workers also highlighted the need for development pathways that could lead to longer-term employment or enhanced skills (60%), suggesting a gap between HRM practices and gig worker expectations. The study concludes that HRM plays a critical role in optimizing the gig economy workforce. By adapting HR practices to meet the unique needs of gig workers, organizations can achieve better performance outcomes and improve worker satisfaction. The research underscores the importance of developing HRM frameworks that are flexible, responsive, and aligned with the evolving nature of work in the gig economy.

This study investigates the dynamic relationship between gig work and Human Resource Management (HRM) practices in Malaysia. Online interviews were conducted with online sellers representing gig workers in Malaysia. Consistent with the status of gig work as a relatively new exposure for people in Malaysia, thematic analysis reveals the unique aspects of gig work, highlighting differences in HRM practices compared to traditional employment models. The study identified five key human resource management (HRM) practices for gig work: recruitment, training, talent management, performance appraisal, and career growth. Employment security, however, was found to be irrelevant in the context of gig work, particularly for online sellers, due to the less formal nature of the employer-employee relationship within online platform settings. The findings suggest that, as gig workers engage with multiple organizations and operate in a freelance capacity, the traditional concept of employment security does not apply to them. Moreover, training and development were critical in enhancing online sellers' skills and performance, contributing to their career growth within the gig economy. This study contributes to understanding the evolving role of HRM practices in response to changing employment dynamics. The study highlights the unique challenges and priorities of managing gig workers. Organizations can adopt more flexible and adaptive HRM practices to engage and retain gig workers effectively in the long term. Fostering a flexible working system could enhance financial sustainability among people in society in the face of unexpected changes in the economic landscape.

This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a substantial multidisciplinary literature on the digital platform labor phenomenon, it has been largely centered on the experiences of gig workers. As digital labor platforms continue to grow and specialize, more managers, executives, and human resource practitioners will need to make decisions about whether and how to utilize gig workers. Here the authors explore and interrogate the unique features of human resource management (HRM) activities in the context of digital labor platforms. The authors discuss challenges and opportunities regarding (1) HRM in organizations that outsource labor needs to external labor platforms, (2) HRM functions within digital labor platform firms, and (3) HRM policies and practices for organizations that develop their own spin-off digital labor platform. To foster a more nuanced understanding of work in the gig economy, the authors identify common themes across these contexts, highlight knowledge gaps, offer recommendations for future research, and outline pathways for collecting empirical data on HRM in the gig economy.

The gig economy, characterized by temporary and flexible work arrangements, is rapidly expanding globally. However, its implications for human resource management (HRM) in developing regions like Jambi, Indonesia, remain largely unexplored. This study aims to provide a preliminary investigation into the gig economy's impact on HRM practices in Jambi. A mixed-methods approach was employed, involving a survey of 150 gig workers and 50 traditional employees in Jambi, along with in-depth interviews with 10 HRM professionals from various industries. The survey data was analyzed using descriptive statistics and comparative analysis, while the interview data was analyzed thematically. The study found that gig workers in Jambi face challenges related to job insecurity, lack of benefits, and social isolation. HRM professionals reported difficulties in recruiting, managing, and retaining gig workers due to the lack of formal employment contracts and the need for flexible work arrangements. The findings also suggest that the gig economy is creating new opportunities for HRM practices, such as the use of technology for talent acquisition and performance management. In conclusion, gig economy is transforming the nature of work in Jambi, posing challenges and opportunities for HRM. This study highlights the need for HRM professionals to adapt their practices to the changing landscape of work. Further research is needed to explore the long-term implications of the gig economy for HRM in Jambi and other developing regions.

Previous studies have shown that online labor platforms want to have their cake and eat it too by implementing human resource management (HRM) activities to control gig workers who ought to be autonomous in their work. Our empirical study shows that using HRM activities to control gig workers creates institutional complexity and explores the strategies adopted by platform firms to address this complexity. Based on case studies of two meal-delivery platforms in the Netherlands (Uber Eats and Deliveroo), we identify freelance-related HRM activities that create tensions between the market and corporation logics. We show that online labor platforms rely on response strategies that integrate/balance, rather than rule out competing logics, including creating novel forms of HRM outsourcing, HRM devolution, and covert HRM implementation to control gig workers while simultaneously upholding their freelance status. Furthermore, we show that these response strategies are enabled by information technologies and the marketplaces that online labor platforms create, allowing for more experimental and dynamic approaches to HRM than so far theorized. The main implication of these findings is that the HRM activities for gig workers are simultaneously the source of, and the solution to, the institutional complexity associated with HRM for controlling freelance gig workers.

Previous studies have shown that online labor platforms want to have their cake and eat it too by implementing human resource management (HRM) activities to control gig workers who ought to be autonomous in their work. Our empirical study shows that using HRM activities to control gig workers creates institutional complexity and explores the strategies adopted by platform firms to address this complexity. Based on case studies of two meal-delivery platforms in the Netherlands (Uber Eats and Deliveroo), we identify freelance-related HRM activities that create tensions between the market and corporation logics. We show that online labor platforms rely on response strategies that integrate/balance, rather than rule out competing logics, including creating novel forms of HRM outsourcing, HRM devolution, and covert HRM implementation to control gig workers while simultaneously upholding their freelance status. Furthermore, we show that these response strategies are enabled by information technologies and the marketplaces that online labor platforms create, allowing for more experimental and dynamic approaches to HRM than so far theorized. The main implication of these findings is that the HRM activities for gig workers are simultaneously the source of, and the solution to, the institutional complexity associated with HRM for controlling freelance gig workers.

In the face of ground-breaking advancements such as automation, artificial intelligence, and the gig economy, the realm of human resource management (HRM) is undergoing a profound transformation. As the nature of work evolves, HRM practices must adapt to ensure both organizational performance and employee well-being. A primary focus of the study is the increasing emphasis on workforce flexibility. The rise of remote work, flexible schedules, and contingent labour has necessitated a shift in HRM practices. This research explores how organizations can effectively manage a diverse workforce while maintaining productivity and employee satisfaction. Additionally, the study examines the impact of job changes, including automation-driven task shifts and the emergence of new roles. It investigates how HR professionals can assist employees in adapting to these changes and acquiring the necessary skills for the future of work. Ethical considerations are also a central theme of this research. With the rise of AI and automation, questions surrounding data privacy, algorithmic bias, and ethical decision-making in the workplace have become increasingly pressing. The study explores the ethical implications of these technologies and provides guidance for HR professionals on developing ethical policies and practices. This research study underscores the critical role of HRM in fostering a productive and supportive work environment. It highlights the need for HR professionals to be strategic partners with business leaders, aligning HR practices with overall organizational goals. By understanding the challenges and opportunities presented by these revolutionary developments, HR professionals can equip their organizations to navigate the complexities of the contemporary workplace and achieve long-term success. 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PurposeThis paper aims to examine human resource management (HRM) in the gig economy through a moral economy lens and to uncover how sharing and firm ownership influences the (un)ethical use of HRM practices and worker treatment.Design/methodology/approachConceptual and empirical insights from contemporary HRM literature are synthesised through a systematic literature review to elucidate pressing challenges for research and practice.FindingsThe analysis reveals that the different ownership structures used by gig firms shape the nature and degree of sharing. The gig economy built on investor ownership leads to greater sharing with investors and tends to be more exploitative of workers, whereas platforms built on collaborative ownership engage in greater peer-to-peer sharing which is more equitable and leads to higher quality work relations and HRM.Practical implicationsThe closer an organisation's alignment with the more equitable/relational end of the gig economy spectrum, the better the work relations and HRM.Originality/valueA new integrated conceptual spectrum of sharing in the gig economy is advanced, which aids in understanding evolving developments in HRM theory and practice.

Education has been shown to be the foundation of social equity and economic progress, underpinning individual and community, self-sufficiency and sustainability. The correlation between teacher quality and student education outcomes has been well-evidenced in previous research. The purpose of this study was to explore the potential use of Human Resource Management (HRM) theory and practice to identify and select quality teachers for the range of individual and contextually different schools that exist within education systems. The variance between schools in their context, sector, socio economic status and needs, is considerable, consequently individual schools have quite specific local needs when recruiting and selecting teachers. The ability to draw on consistent evidence-based practices may result in not only rigorous recruitment and selection processes but also teacher retention. Effective recruitment, selection and retention of teachers has emerged, in recent studies, to be one of the most crucial school improvement strategies. In order to understand how HRM practices might improve recruitment and selection of teachers in independent schools it was necessary firstly to identify the HRM practices being used. To this end an online survey of school leaders was conducted this was followed by six one on one interviews to enrich the survey data. The results of the survey indicated that a variety of HRM processes were being utilised by school leaders at the functional level with little cognisance of the strategic possibilities nor an HRM evidence-based structure of practices. The interviews supported these findings and also revealed that there is a growing awareness in school leaders that the adoption of HRM informed practices may indeed be beneficial in recruitment and selection of teachers. These results provide a compelling reason for further research and indicate there is great potential for use of HRM expertise and practices by school leaders for recruitment and selection of teachers as part of a suite of HRM practices which may indeed lead to school improvement and eventually to improved social and economic outcomes.

The current research aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in Telecommunication organizations in Jordan. A self-administrated questionnaire was designed and distributed over a sample of telecommunication employees of 400 employees. The percentage of filled questionnaires is 80% (320 questionnaires). The research hypotheses were tested by using multiple regressions. The study concluded that there is a relationship between human resource management practices and total quality management practices. It was also concluded that there is a relationship between total quality management practices and competitive advantage. Finally, there is a relationship between human resource management practices and competitive advantage. A number of recommendations emerged in light of the findings, is that the telecommunication organization are advised to focus more on the human resource management activities and total quality management activities that improve the utilization of competitive advantages.

This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in Telecommunication organizations in Jordan. A self-administrated questionnaire was designed and distributed over a sample of telecommunication employees of 400 employees. The percentage of filled questionnaires is 80% (320 questionnaires). The research hypotheses were tested by using multiple regressions. The study concluded that there is a relationship between human resource management practices and total quality management practices. It was also concluded that there is a relationship between total quality management practices and competitive advantage. Finally, there is a relationship between human resource management practices and competitive advantage. A number of recommendations emerged in light of the findings, is that the telecommunication organization are advised to focus more on the human resource management activities and total quality management activities that improve the utilization of competitive advantages.

PurposeThis study aims to explore the human resource management (HRM) practices related to training and feedback in the app work industry, specifically in online food delivery service, and investigate the emotional and behavioral responses of gig workers.Design/methodology/approachThis study adopts a qualitative approach by interviewing 19 gig workers from six food delivery firms operating in different countries.FindingsThe results show limited training and feedback opportunities are provided to app workers, although the complexity of training and delivery methods differ across platforms. To address this shortage, app workers developed response strategies relying on social interaction.Research limitations/implicationsThis study adds to the research on HRM practices in the gig economy by portraying the way in which training and feedback unfold in the food delivery app ecosystem and by disclosing the gig workers’ emotional and behavioral responses to it.Practical implicationsThis study shows that the way training activities are currently designed may provide little value to the ecosystem and are likely to produce negative emotional responses in gig workers. Thus, platform providers may make use of these findings by introducing more transparent feedback and social learning opportunities.Originality/valueTo the best of the authors’ knowledge, this study is among the first empirical studies on online delivery gig workers addressing specific HRM practices. It reveals significant insights for training and feedback, suggesting app economy characteristics strongly affect training and feedback practices for app workers.

Purpose This paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic. Design/methodology/approach The framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis. Findings The findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis. Practical implications The framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics. Originality/value The study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

Extant HRM theorizing predicts that desired business outcomes depend on the alignment of individual HRM activities - i.e. the core elements of HRM systems - and their fit with business strategy and institutional forces. The aim of this chapter is to show how the rise of online labour platforms (OLPs) like Uber, Deliveroo and Fiverr contradicts this so-called strong systems logic by disrupting links between human resource management (HRM) systems and undermining the importance of fit. We argue that as a result of their disruptive business model (i.e. algorithmic matching of supply and demand for freelance labour), platform firms engineer mis-fit through contradictory HRM practices that are deployed to manage freelance gig workers. Specifically, OLPs combine HRM activities that traditionally are seen to belong to different HRM systems (i.e. internal (mis)fit), and dynamically adjust them to cope with ongoing changes in their business strategy and challenges arising from institutional pressures (i.e. external (mis)fit). This chapter details the implications for future research on HRM systems and for theorizing on HRM in the gig economy.

The rapid expansion of gig economy has indeed been able to transform the traditional market. The businesses today are bound to function in an extremely dynamic environment, which we can call the VUCA world. Volatility, Uncertainty, Complexity and Ambiguity is no more a buzz world but many adaptive responses to it are growing. One such kind of economy is the gig economy where the workers are paid “per task” or “per gig”. This comes as a contrast to the traditional economy where the Human Resources’ jobs were relatively stable, compensation regulated and they were protected by some social security that saved them in various contingencies of life. Not just this, the shift from traditional approach to algorithm-based control from human control has also caused structural changes in this sector in the Human Resource Management practices. As Gig economy, both platform and non- platform continues to grow, the Human resource management practices have to be introspected minutely for its inclusivity and sustainable viability in both economic and social terms.