The Good, the Not So Bad, and the Ugly of Competitive Human Resource Practices: A Multidisciplinary Conceptual Framework

Human resource (HR) practices used to inject internal competition into the workplace are the subject of heated debates in business practice; this is however not the case in the field of human resource management (HRM) research. In this article, we first augment previous research in the field to offe...

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Bibliographic Details
Published inGroup & organization management Vol. 42; no. 5; pp. 707 - 747
Main Authors Sapegina, Anastasia, Weibel, Antoinette
Format Journal Article
LanguageEnglish
Published Los Angeles, CA SAGE Publications 01.10.2017
SAGE PUBLICATIONS, INC
Subjects
Competition
Human resource management
Human resources
Human resources management
Interdisciplinary aspects
Social comparison
Uncertainty
Workplaces
envy
inspiration
human resource practices
employee competition
upward social comparison
Online AccessGet full text
ISSN1059-6011
1552-3993
DOI10.1177/1059601117730238

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Summary:Human resource (HR) practices used to inject internal competition into the workplace are the subject of heated debates in business practice; this is however not the case in the field of human resource management (HRM) research. In this article, we first augment previous research in the field to offer an initial conceptualization of competitive HR practices. We then develop a conceptual framework that explains the processes and conditions that drive and determine the impact of competitive HR practices on employees at work. Blending insights from social comparison theory and uncertainty research, we theorize a set of conditions that specify when competitive HR practices unfold their “dark” side, and when the “not so bad” or even “a good side” of competitive HR practices might emerge.
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ISSN:1059-6011
1552-3993
DOI:10.1177/1059601117730238