Sharing in the gig economy: from equitable work relations to exploitative HRM
ISSN: 0048-3486
Article publication date: 17 November 2022
Issue publication date: 2 May 2023
Abstract
Purpose
This 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/approach
Conceptual and empirical insights from contemporary HRM literature are synthesised through a systematic literature review to elucidate pressing challenges for research and practice.
Findings
The 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 implications
The closer an organisation's alignment with the more equitable/relational end of the gig economy spectrum, the better the work relations and HRM.
Originality/value
A new integrated conceptual spectrum of sharing in the gig economy is advanced, which aids in understanding evolving developments in HRM theory and practice.
Keywords
Acknowledgements
This paper forms part of a special section “A Different World of Work: The Sharing Economy and (In)equity, Identity and Rewards”, guest edited by Yuliani Suseno and Chris Rowley.
Funding: No funding was received to conduct this research.
Disclosure statement: No financial interest or benefit has arisen from the direct applications of this research.
The authors would like to thank the special issue editor, Yuli Suseno, and the reviewers for their useful feedback during the review process.
Citation
Le Brocq, S., Hughes, E. and Donnelly, R. (2023), "Sharing in the gig economy: from equitable work relations to exploitative HRM", Personnel Review, Vol. 52 No. 3, pp. 454-469. https://doi.org/10.1108/PR-04-2019-0219
Publisher
:Emerald Publishing Limited
Copyright © 2022, Emerald Publishing Limited