Bringing employment relations into collaborative human resource management research and practice: the role of social partnership and mutuality

Purpose In this conceptual paper, we advocate a mutual-gains approach to collaborative human resource management (HRM) underpinned by the social partnership principle. We examine how the social partnership principle can inform collaborative HRM to enable greater collaboration amongst employment relations (ER) stakeholders to achieve mutually beneficial individual and organisational outcomes. Design/methodology/approach In this paper, we review the literature on collaborative HRM and the social partnership principle to develop a new framework that promotes the mutual interests of key ER stakeholders. Findings First, we examine the different conceptualisations of collaborative approaches to HRM to develop greater clarity of the conceptualisation and theorisation of collaborative HRM. Second, we mobilise the social partnership principle to inform the theoretical development of collaborative HRM to reflect the current politico-socio-economic context and as a way for organisations to contribute to mutual benefits for key stakeholders. Third, we develop a framework underpinned by a mutual gains approach to collaborative HRM that integrates the collaborative HRM and social partnership literature. Originality/value We trace the evolution of collaborative HRM research over the past 3 decades and highlight its current limitations. We advocate for a mutual gains approach to collaborative HRM, underpinned by the social partnership principle and informed by social development goals, to promote human-centred HRM in a complex and disrupted world.