An analytical framework for employment regulation: investigating the regulatory space

Author:

Inversi Cristina,Buckley Lucy Ann,Dundon Tony

Abstract

Purpose The purpose of this paper is to advance a conceptual analytical framework to help explain employment regulation as a dynamic process shaped by institutions and actors. The paper builds on and advances regulatory space theory. Design/methodology/approach The paper analyses the literature on regulatory theory and engages with its theoretical development. Findings The paper advances the case for a broader and more inclusive regulatory approach to better capture the complex reality of employment regulation. Further, the paper engages in debates about the complexity of employment regulation by adopting a multi-level perspective. Research limitations/implications The research proposes an analytical framework and invites future empirical investigation. Originality/value The paper contends that existing literature affords too much attention to a (false) regulation vs deregulation dichotomy, with insufficient analysis of other “spaces” in which labour policy and regulation are formed and re-formed. In particular, the proposed framework analyses four different regulatory dimensions, combining the legal aspects of regulation with self-regulatory dimensions of employment regulation.

Publisher

Emerald

Subject

Organizational Behavior and Human Resource Management,Industrial relations

Reference64 articles.

1. Institutional solutions to precariousness and inequality in labour markets;British Journal of Industrial Relations,2014

2. Arthurs, H. (2008), “Corporate self-regulation: political economy, state regulation and reflexive labour law”, in Bercusson, B. and Estlund, C. (Eds), Regulating Labour in the Wake of Globalisation, Hart Publishing, Oxford and Portland, OR, pp. 19-35.

3. Barry, M. (2009), “The regulatory framework for HRM”, in Wilkinson, A., Bacon, N., Redman, T. and Snell, S. (Eds), The Sage Handbook of Human Resource Management, Sage, London, pp. 71-83.

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