Sustainable HRM and class-based inequality

Abstract

PurposeThis paper points out that common human resource manageement (HRM) research and practice have overlooked employee's class of origin. Workers' class of origin can be seen as “the elephant in the room” in current HRM, being that it significantly affects organizational decision-making with negative social (increased class-based inequality) and organizational (inefficient allocation of human re-sources) effects.Design/methodology/approachThe paper summarizes the partial, fragmented and multi-disciplinary literature on HRM and employees’ social class of origin.FindingsThe paper shows how recruiting, selection, training and development practices systematically reinforce class-based inequality by providing high-class employees with more resources and opportunities compared to low-class employees.Practical implicationsThe paper provides sustainable HR practitioners, educators and researchers with recommendations on how to address employees' social class of origin, improving organizational competitive advantage and reducing class-based inequality at the societal level.Originality/valueThe paper focuses on a topic which, in diversity management, is an elephant in the room (i.e. workers social class of origin).